1. technology and computing

We make...
YEAR 2014
your everyday life
easier
02
Teleste, enabling digital evolution
safer
Teleste in 2014
business areas
responsibility
management
more efficient
CONTENTS
TELESTE
2
3
4
6
8
Teleste in Brief
Year 2014 in Brief
CEO’s Review
Market Environment
Strategy
Technology and Product
Development
10
Business areas
Business Areas in Brief
Video and Broadband Solutions
Network Services
Customer Projects
Responsibility
Personnel
Sustainable Development
Management
Teleste in 2014
business areas
responsibility
management
12
15
18
20
24
26
Board of Directors
Management Group
28
30
Information for Shareholders
32
YEAR 2014
1
Teleste in brief
Teleste is an international technology company that develops and
offers video and broadband technologies and related services. Our
supply of technology contributes to the convenience and safety of
daily living. Our core business is video: video and data processing,
transfer and management. Our customer base consists of cable and
telecom operators, as well as public sector organizations.
Our business is divided into two divisions, which are Video and
Broadband Solutions and Network Services. In both areas, we rank
among the world’s leading companies and technological forerunners.
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Teleste, enabling digital evolution
Teleste in 2014
Video and Broadband Solutions focuses on access networks and
video security and information solutions. Network Services offers comprehensive services for network design, construction and maintenance.
In 2014, Teleste’s net sales totaled EUR 197 million, and the company employed more than 1,400 people. Teleste runs a worldwide network of offices and more than 90% of its sales are generated outside
Finland.
The company is listed on the Nasdaq Helsinki. For more information
see www.teleste.com.
business areas
responsibility
management
Year in brief
Good performance continued
HIGHLIGHTS
• Early in the year demand was sluggish, but the second half of the year exceeded expectations.
J
• Full-year net sales and operating profit rose slightly from the previous year.
• Orders received increased.
January. Teleste turned 60 on 22 January.
Over the decades, Teleste has grown into
one of the world’s leading suppliers of
access networks and video surveillance
applications, products and services.
• Our customers’ ability to invest remained good.
March. A Group-wide well-being survey
was carried out in March. The overall
result was good, and corrective measures
were launched based on the areas of
development identified by the survey.
A Steering Group was established to
monitor the progress.
• Price competition intensified further, especially in access networks products.
• We focused strongly on developing our product and service offering.
• We continued improving our competitiveness through a number of measures.
• The outlook for 2015 is mainly positive.
M
• Our order backlog provides a good starting point for the current year.
• The acquisition of Mitron in January 2015 strengthens our offering of video surveillance solutions.
NET SALES, MEUR
operating profit, MEUR
orders received, MEUR
200
12
200
150
9
150
100
6
100
50
3
50
0
0
0
J
personnel
Finland
28%
Other countries
72%
101112 1314
101112 1314
101112 1314
Teleste
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2014
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July. Teleste won a public tender for
delivering optical access network
transmission equipment to the French
authority SIEA. The system is one of the
largest RFoG deployments in Europe.
August. Teleste signed a five-year frame
agreement with multi-national Altice Group.
This is the first mass-scale deployment
of DOCSIS 3.1 capable access network in
Europe.
O
A
October. Teleste signed an agreement
with the French State Railways (SNCF)
on maintenance of the video security
solution covering the whole of France.
The solution has been gradually supplied
by Teleste over the past ten years.
December. Fourth-quarter net sales was
the second-highest in Teleste’s history and
almost reached the previous year’s record
net sales.
D
YEAR 2014
3
Accelerating Rate
of Digitisation
The rapid progression of digitisation is changing our operating
environment and ways of living at great speed. The world is
becoming networked while new technologies are being developed
and utilised ever more widely. Intelligence and need for information increase in our environment. Public transport, regions and
borders are already being monitored and controlled by means of
broadband and video solutions. Efficient dissemination of information facilitates movement of people and ensures their safety.
Smartness is also increasing in our homes. A broadband connection can be used, among others, to control electronic equipment,
lighting, heating and doors and to give an alarm on any hazardous situations. This, in turn, enables the development of a number of new services, for example, to cater to the needs of older
people.
Good Result
For Teleste, the year 2014 was, by and large,
good. The typically rather sluggish market of
the early year picked up towards the end. In
the second half of the year, we took a clear
final spurt. For the full year, our net sales
amounted to EUR 197.2 million, an increase
of 2.3% over 2013. Our operating profit of
EUR 11.1 million reached the level of the previous year.
The demand for our products and services developed favorably. The need for
access network products kept on growing,
but at the same time the tough price competition, that has been felt for some time,
only intensified. We, however, managed to
strengthen our market position while increasing our profitability. Similarly, the sales and
profitability of video surveillance solutions
developed, as a whole, well. The pace of
orders coming in was steady, but the year
brought no large systems contracts with it.
As for services, our net sales almost reached
the previous year’s level, whereas our profitability weakened due to the slower-thanexpected progress achieved with the expansion of services in the UK.
Well-being at Work and Standards
We at Teleste develop technologies and solutions that promote
digitisation to make people’s daily life smoother, safer and more
efficient.
4
Teleste, enabling digital evolution
Teleste in 2014
2014 was also busy in terms of our internal
development efforts. In March, we carried
out the first Group-wide survey of well-being
at work. In the light of the obtained results,
people at Teleste enjoy their work; we tend
business areas
to get inspired by our tasks and Teleste’s
knowhow. On the other hand, a number of
deficiencies were found, and clear differences
can be seen between our offices. Based on
these results, we defined development targets and tackled the issues right away. We
now have several global programs running,
the advancement of which is monitored by
steering groups. Job satisfaction is important to us because of productivity, but in particular, we want Teleste to have a nice working atmosphere.
Regarding the development of our offering, we carried out a lot of different measures paying special attention to our product
and quality development, and product-specific profitability calculation. As to the product development, we continued our R&D
efforts involving access networks products
in line with the Docsis 3.1 standard. We
succeeded in introducing the first upgraded
products to the market, and their deliveries
began in the second half of the year. Considering our extensive product offering, these
upgrades will keep our product development
busy for years to come. For our customers,
this new standard allows for building increasingly intelligent access networks cost-effectively and, at the same time, diversification
of the provided services.
Mitron Strengthens Our Expertise
At the beginning of 2015, Teleste acquired
the entire share capital of the Finnish Mitron
responsibility
management
CEo’s review
Group Oy Ltd. Mitron delivers public transport information systems and modern
display solutions. Mitron strengthens our
expertise and position as a comprehensive
supplier of rail traffic video security and information management solutions. In our view,
this merger will create clear synergies. Along
with our customer base, the news about
this acquisition got a positive reception also
among the personnel of both Mitron and Teleste.
Demand Sustained by Trends
We have entered into the new financial year
with confidence. We believe the demand for
our products and services will remain at a
good level. The need for broadband continues to grow rapidly, so the operators will continue to invest in access networks in order to
offer new services. The recent world political developments have only accentuated
the importance of guaranteeing safety, and
video security systems have been proven to
be effective tools for this need. In January,
the regional monitoring system delivered by
Teleste to Paris in 2010 was found out to be
of crucial importance because of the terrorist attacks carried out in the city in January
2015.
We see significant potential also in our
services business. In recent years, our customer base has undergone a strong consolidation, and the industry now faces even bigger players who concentrate their purchasing
Teleste
Teleste in
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2014
and buy any required products and services
from the same supplier. Here, Teleste has an
edge over its competitors as we are better
equipped to provide end-to-end solutions,
especially in the European market.
There are, of course, also uncertainties in
sight. Direction of the European economy is
open and the exchange rate fluctuations are
unpredictable. Competition in the market will
only intensify, and especially the access networks products are subject to intense price
pressure. Therefore, we need to take a good
care of our competitiveness. In accordance
with the principles of continuous improvement, we increase the efficiency of our operations in every area, we develop our knowhow and cost-efficiency while expanding our
markets and our customer base. We will continue our work with confidence, because we
believe that Teleste has great potential for
success also in the current year.
I thank our employees, customers, partners and shareholders for their trust and valuable contribution given to help us achieve
our goals in the past year. The excellent conditions to continue our work from now is the
consequence of our joined effort.
The need for
broadband continues to
grow rapidly, so the operators
will continue to invest in
access networks in order to
offer new services.
Jukka Rinnevaara
CEO
business areas
responsibility
management
YEAR 2014
5
Megatrends
Behind our Strategy
Teleste’s most important megatrends can be identified in everyday life. Video and electronic data transfer are increasing and
breaking over to new areas as people are using more and more
video both at work and during leisure time. Similarly, the need to
ensure people’s safety and their needs for information are on the
increase. The third factor driving the market are the new technologies and solutions.
Passengers
need
up-to-date information
Smooth flow of public
transport is
important
6
SECURITY IN
PUBLIC
TRANSPORT AND
SPACES ARE
INCREASING
Teleste, enabling digital evolution
People take
care of their
business
regardless of time and place
Teleste in 2014
Increasing Use of Video and Data
Rapid Development of Technology
The amount of content available in the form
of video or data is huge. People consume
the content of their choice anytime and anywhere. The number of different devices used
for this is also increasing. Computers, tablets
and smartphones have come to existence
alongside traditional TV. People’s needs
and quality requirements are increasing, and
especially the use of Internet videos on the
network requires a lot of capacity and high
quality. Responding to the wishes of Internet and TV users requires investments in
the network, i.e. more capacity. The need for
network capacity increases two-fold in 18
months already now.
Video and data transfer technologies continue to develop rapidly. New technologies
enable a better user experience, but they
are also creating new ways to deploy networks. The amount of smart technology in
the networks is increasing. This is the way to
enhance the capacity and improve the quality experienced by the end-customer. In the
network, smart features are coming closer to
the user.
Development of devices continues apace.
These devices talk to each other and with
users. Interactivity generates new kinds of
commercial activity and earning models.
INTERNET VIDEO
IS INCREASING
RAPIDLY
business areas
Diversity of terminal
equipment is
increasing
responsibility
New technologies
are used for
building NEXT
GENERATION
networks
management
market environment
Megatrends
Ensuring Safety by Video Security
More than ever, video technology is needed
to provide a safety net. As the number of
various threats increases, they are controlled
more cost-effectively by means of video
security.
Globalization and urbanization are
increasing the need for security, yet at the
same time the focus of such security has
shifted from national borders to cities. The
flow of traffic, too, requires more accurate
information.
Increasing use
of video and data
Technology development
is fast
people’s need for safety
and information is growing
The capacity and quality of networks
are improved
The new video and data
transmission technologies
will continue to develop
We need reliable, smart
and cost-effective security and
information solutions
There will be new players in the
market and the offering to
consumers will expand
Consumer devices develop and
become more diversified
Digital systems are replacing
analogue
New business and earning models
will be generated
Intelligence
and quality
of networks increase
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Faster
networks enable
new services
Broadband
is within
almost
everyone’s reach
business areas
building
technology
ARE Monitored
and controlled
REMOTELY
video
SECURITY
SYSTEMS
ARE MISSION
CRITICAL
responsibility
Smart home
SYSTEMS
will grow management
YEAR 2014
7
Teleste’s Strategy up to 2017
As a leader in its field, Teleste is building a modern networked world by
means of its new broadband and video
solutions. Teleste develops and provides video and broadband technologies and services for cable operators
and telecom companies and the public sector. Our core business is video:
video and data processing, transfer
and management.
Teleste’s goal is to be a respected partner to its customers and a preferred
employer, and to grow profitably. To
1. Close to the Customer and Keeping
Promises
Teleste is a well-known player in all of its business areas, and it has a particularly strong
market position in Europe. The Company’s
area of operation covers the entire world,
and we are looking for growth increasingly in
the emerging markets such as China, India,
the Middle East and South America. Teleste’s
supply also allows the expansion of its customer base from the cable operators to telecom operators.
In 2014, Teleste enhanced its sales and
marketing, as well as strengthened its international partner network. In our TV distribution business we put the main emphasis on
Southern Europe, while in video security we
strengthened our presence in the Middle East
and North America. The focus of our services
business was on strengthening our market
position in our existing areas of Germany,
Britain, Finland, Switzerland and Belgium.
2. Development of Competitive Offering
in Access Networks
Building up network capacity and bringing
about qualitative improvements continue
to drive the demand for technology, and in
this business technologies are developing
fast. Teleste is a pioneer as a developer of
technology used for access networks, and it
continues to invest in products and services
needed by its customers. The functionality
of networks combining conventional coaxial
cable and optical fibre can be improved by
adding intelligent features. Similarly, we
press on with the development of new technologies, such as Data over Coax, which ena-
bles high-speed data services over coaxial
network.
These new solutions of access networks
add to the intelligence of devices close to the
end-users, and it is this added intelligence
that makes it possible to increase the network capacity cost-effectively in households.
In 2014, our most significant R&D investments included further product development
in line with the Docsis 3.1 standard.
3. Development of Solutions in Support
of Innovative Video Services, as well as
Services
As for headends, Teleste focuses completely
on digital solutions. The most appropriate
solutions are developed for each market.
One of our priority areas of investments
includes the development of an efficient and
achieve these goals, we have drawn up
a five-point strategy:
Values
Customer Centricity
Respect
Reliability
Result Orientation
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Teleste, enabling digital evolution
Teleste in 2014
business areas
Mission
Statement
We develop and offer video and
broadband products, services and
solutions for cable operators and
the public sector. We make your
every day life easier, safer and more
efficient.
responsibility
management
Strategy
compact Luminato product range and the utilization of the BarrIER technology in Teleste’s
products. In addition to our comprehensive
offering, Teleste’s competitive advantage in
services is based on our technological knowhow, installed base, and local presence. The
demand for online services is increased by
outsourcing in the client sectors, which, in
turn, is boosted by the introduction of new
technology and the tight cost control. In its
offering, Teleste seeks to increase the number of high-yield value-added services.
In 2014, our product offering of video
headends focused on enhancing the marketing and operational efficiency, inter alia,
by concentrating the distribution of products and increasing the degree of automation in our business. As to the services, we
continued our profitability development. In
Germany, our progress was already clear,
whereas in the UK the start-up of our new
function was slower than anticipated.
4. Integrated Solutions and a Wider
Customer Base for Video Security
Teleste differentiates itself from its competitors by offering end-to-end solutions consisting of our own products and those of third
parties. Teleste has a strong position in large
custom-designed multi-site video security
systems encompassing up to thousands of
cameras. In the future, Teleste will invest
into segment specific multi-site systems,
which comprise hundreds, but not necessarily thousands, of cameras. This segment provides good growth opportunities, to which
Teleste’s offering can be adapted by reasonable investments. Success also requires
Strategy
We are close to our customers
and we keep our promises.
We continue our strong investments into the development of
access network products and
services.
development of video monitoring systems
with a more wide-ranging field of application. Therefore, along with mobile applications, our product development focuses on
the creation of software connecting various
systems.
In 2014, our video security focused especially on mobile solutions and those paving
the way for the Smart Home. In addition,
work continued on expanding our offering to
include a management platform, which gathers data from multiple subsystems and connects them into a single interface.
5. Productivity and Cost-Effectiveness
of our own Operations
Teleste monitors the cost-effectiveness of its
operations in order to maintain its competitive edge. The monitoring of our profitability
Goals
We focus on comprehensive and
segment specific video security and
information solutions.
We improve our performance and
cost-efficiency.
is continuous and response to any deviations
is rapid. The seasonal fluctuations typical for
the industry are compensated by our flexible mode of production. In our production
process we seek to take advantage of the
most effective tools and best practices will
be introduced throughout the organisation.
Well-being at work is a major factor in maintaining productivity.
The Group-wide survey conducted in
March 2014 showed that Teleste’s wellbeing at work is, as a whole, on a good level.
Clear targets for development were also
found, and relevant action has been taken.
Vision
Be a valued partner for our customers and a preferred employer.
Profitable growth.
As a leading player in our industry
we are creating the modern
networked world by means of
new broadband, video, and
information solutions.
We develop solutions that enable
innovative video services.
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YEAR 2014
9
Innovation and Product Development
pave the way for faster broadband
For Teleste’s entire history, technical
product and system innovations have
provided the foundation of the company’s successful product business.
The company has made a long-term
investment on R&D of at least 10% of
the product business annual net sales,
which has enabled the development of
Teleste’s wide-ranging and competitive
product portfolio.
Teleste’s R&D activities focus mainly on
the so-called applied product development,
the aim of which is a new product or product feature. A prerequisite for applied R&D
is the development of basic technology and
research, for which Teleste relies on partners
specialising in these areas. The partners concerned include Universities and Polytechnics,
among others.
For Teleste, the key success factors
include experienced and skilled R&D personnel, and its continued development. Since
technology develops at an increasing speed
and Teleste operates in a number of different
areas of technology, it is almost impossible
to cover all the required needs for technological R&D on our own. For this reason, it
is important to identify those technologies
and key areas of expertise, the management
of which by ourselves is essential for our
success today as well as in years to come.
Other required elements are, then, covered
by means of a network consisting of Finnish
and foreign partners.
Key Customers and Product
Development
Teleste’s R&D works in close interaction with
our key customers. In this type of activity,
Teleste’s own extensive sales network plays
a crucial role. “Workshops” set up with our
key customers who focus on future technologies allow for testing of new ideas before the
actual investment stage and, thus, limit the
risk involved in development activities. This
10
Teleste, enabling digital evolution
Teleste in 2014
ensures that there is a real market need for
the new products or features taken onboard
and that the timing in relation to competition and market conditions is optimal. Our
speed of commodification of new technical
innovations and our customer-oriented way
of operation provide Teleste with a strategic
competitive advantage.
R&D Priorities
Teleste’s product development efforts target
the following three main areas: operators’
access networks and headend video processing solutions, as well as video security
solutions featuring a large number of cameras typically designed for public authorities.
From the viewpoint of product development,
these areas differ from each other significantly. The essence of the access networks
business is the ability to design product solutions suitable for large production volumes
cost-efficiently. Video processing solutions
designed for the operators require development of high-quality end-to-end solutions
optimised for different business environments and standards. Video security solutions, in turn, highlight our capabilities to
tailor the management software to meet
customer-specific needs and to integrate
the various sub-systems into comprehensive
solutions. As for development of profitable
business, taking these differing priorities into
account in the operational models of product
development is a key requirement.
business areas
In 2014, the strategically most important
priority area, which also received most of the
R&D inputs, was the further development of
access network devices to meet the requirements set by the new standard version of
the DOCSIS technology, Data-Over-Cable
Service Interface Specifications, for short.
This new standard defines the updated key
parameters (e.g. forward and return path frequency ranges) of the physical layer of the
access network that will enable significantly
faster broadband services for the consumers. This extensive upgrading program was
launched at the end of 2013 and it will continue in 2015.
Another major priority area is based on
the development of broadband technology in
line with distributed architecture. This technology to be developed provides consumers
with very fast broadband services based on
the existing coaxial cabling. In the building,
this allows for avoiding expensive optical
fibre retrofit while enabling the achievement
of a similar user experience to what the
Fibre-to-the-Home technology offers.
The above-mentioned projects provide
excellent examples of Teleste’s capabilities
quickly to commercialise a demanding technical concept, which also draws on work
conducted by Standards Working Groups of
the industry and developments taking place
in the supply of components. Combined with
a sound business strategy, this exceptional
capability requires a high level of expertise
across Teleste’s entire organisation.
responsibility
management
TECHNOLOGICAL DEVELOPMENT
Structure of a multi service network
Conventional one-way cable TV network has
undergone quite a change over the last 15
years. Operators have increased their service
offerings by introducing Video-on-Demand
services and high-speed Internet connections
alongside the traditional linear television.
These new services require a two-way communication network, which is furthermore
divided into smaller segments by means of
fibre optic cable connections.
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Such network is split into different areas
in line with the example below. The core network connects the operator’s individual service areas to each other, and typically these
are different cities. The regional network connects all access networks of one service area
into a single manageable entity. The regional
network is segmented by means of fibreoptic connections into access networks so
business areas
that a single optical node serves about 100
to 1,000 households.
The more versatile a product portfolio the
operator wants to offer the customers, the
smaller the number of connected subscribers
per node must be. From the viewpoint of the
services, the best option would be a FibreTo-The-Home network (FTTH), but at least
for the foreseeable future, deployment of a
responsibility
management
comprehensive fibre network is not economically feasible.
For this reason, new innovations are
expected to arise especially for the evermore efficient utilization of the legacy house
network cabling.
YEAR 2014
11
Offering
Customers
VIDEO AND
BROADBAND
SOLUTIONS
TV distribution business
All major European cable operators
Medium-sized and small operators in Central and
Eastern Europe are served through distributors
• Global supplier of headends to cable and telecom
operators and to the hospitality segment,
such as hotels
•
•
All cable access network products from the headend to
the household AC outlet
• The main categories include active and passive
products, headends and video-on-demand solutions of
access networks
• Integration and maintenance services
•
Video sECURITY and information
NETWORK SERVICES
12
Teleste, enabling digital evolution
•
Mainly public institutions, such as authorities responsible for the security of urban areas as well as road, rail
and air traffic
• The largest markets include Europe, North America and
South-East Asia
•
European operators providing cable-TV, broadband
and telecommunications services
• Recent expansion of our Service Portfolio adds now
mobile operators and OEMs to our client base
• Priority areas include Belgium, Finland, Germany,
Switzerland and the United Kingdom
•
•
Teleste in 2014
business areas
Comprehensive video security and information applications in which Teleste’s own products cover transmission, recording and management of video as well as
information solutions
• Teleste’s video security application is often joined
together with other systems, such as traffic control,
alarm and crisis management systems
End-to-End Next Generation Network services for
Network Operators and their main OEM partners
• High-quality services for the design, documentation
and construction as well as installation and maintenance of networks
• Consultancy, Project management and Managed
services for large projects
• Shipments of components, custom assembly assignments, integration, testing, and network management
over advanced Network Operations Centres (NOC)
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management
business areas
Strengths
Market Position
Growth Opportunities
•
Innovations in our product offering allow operators to
provide consumers with higher-level services, as well as
a more efficient way to build and maintain networks
• Product portfolio optimized for the varying needs of
European customers
• Presence and local customer support in all major
markets
• Strong reputation for high quality and respected
supplier
•
European market leader in access network products for
cable TV use
• The only player who has a presence in all major
European cable markets with an end-to-end product
offering
• A significant global player in headends
• Distribution of TV services over the Internet
increases capacity needs of access networks
• Integrated service platform modules allow for
delivery of on-demand video services to consumers
• Stronger presence of telephone operators in
TV services
• With the new DOCSIS 3.1 access network solutions,
our market area expands beyond Europe
•
Demanding video security sites in which multi-object
cameras, recorders and workstations are networked
into one unified video security system
• Capability to technically integrate segment specific
systems into end-to-end solutions
• One of the world’s leading reference projects
•
Strong market position in very large and demanding
projects
• Experience also in slightly smaller multi-site systems
• Long-term customer relations
•
Strong technological know-how, professional project
management capabilities and excellent reputation
• Ability to provide, among others, innovative and new
solutions for network construction and maintenance
• Our long history in European equipment supplies is
shown as experience, market credibility and profound
technological know-how
•
•
Teleste in 2014
business areas
European-wide uniquely positioned to serve Network
operators and their OEM partners across nations and
geographical boundaries with a true end-to-end approach
responsibility
The need to ensure safety increases the use of video
security
• Analogue systems will be replaced by full-digital
systems
• Intelligence will increase in living environments and
at homes
• The need for end-to-end solutions is growing
• The need for information is growing
Broadband expansion and bandwith growth drives
strong growth in our service segments
• Customers are concentrating their purchases and want
their products and services increasingly from the same
supplier
• New technologies
•
management
YEAR 2014
13
We make
your everyday life
easier, safer and more efficient
14
Teleste, enabling digital evolution
Teleste in 2014
business areas
responsibility
management
video and broadband solutions
VIDEO AND BROADBAND SOLUTIONS
A Good Year on the Whole
Video and Broadband Solutions (VBS) provides cable and
by brisk demand for access network products. Operating
telecom operators with all the products related to access
profit grew by 2.2% equaling EUR 9.7 (9.5) million. Profit-
network from headends to household AC outlets and video
ability remained good in both video security solutions and
security applications mainly to public sector organisations.
TV distribution business, despite the fact that price erosion
Video and Broadband Solutions’ net sales grew by 5.1%,
in access network products continued strong. The business
rising to EUR 106.9 (101.7) million. Net sales was increased
area employed, on average, 560 people.
VBS net sales
VBS orders received
Meur
Meur
120
120
100
100
80
80
60
60
40
40
20
20
0
shares of net sales
Video and
Broadband
Solutions
43%
Video and
Broadband
Solutions
54%
Network
Services
57%
Network
Services
46%
0
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Teleste in 2014
Share of personnel
business areas
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YEAR 2014
15
video and broadband solutions
TV Distribution Business
TV distribution business provides access networks, video headends and videoon-demand solutions and related services to cable operators. Concerning access
networks, our product range includes all the components from the optical fibre
solutions to amplifiers and passive components, such as aerial sockets. As for
headends, the focus is set on fully digital solutions. Services covered by our
product-related business include system design, quality assurance consultation,
maintenance services for the delivered systems and training.
Good Pace of Growth
Favourable development of the cable operators’ business maintained their ability to
invest in networks. The demand for broadband services continued to grow, driven, in
particular, by the rapid increase in the use of
video over the Internet. Needs of the customers require from operators continuous
development of network capacity, quality
characteristics and reliability of operation.
Similarly, solutions taking advantage of new
technologies and the transition from analogue to digital broadcasting will increase the
sales of Teleste’s products. In Europe, only a
little over half of all households enjoy digital
broadcasts.
Demand for Teleste’s products and services followed the usual seasonal fluctuations; sales took off after the quiet first quarter, and the autumn turned out to be busy.
By the end of 2014, the level of the previous
year’s net sales was exceeded. Business was
particularly brisk in France, Germany, Great
16
Teleste, enabling digital evolution
Britain and Sweden, as well as in our new
market area of Turkey. Teleste’s net sales
from the TV distribution business grew, even
if the market remained stagnant, in other
words, we improved our market share.
The competitive situation continued to
be challenging. For a few years, new suppliers have entered the scene. They manufacture their products in low-cost regions including China and the Far East. This has reflected
in aggressive price competition and led to a
decline in the price level. Thanks to our efficient production and streamlined methods of
operation, Teleste managed to remain competitive.
In 2014 Progress was Made on Many
Fronts
Teleste’s customer base remained largely
unchanged, but our role as the most important partner to our customers was further
strengthened. Consolidation in the industry
has led to increasingly large customers who
Teleste in 2014
Digital networks allow households to enjoy better image quality, a wider provision of services to
a range of terminal equipment, interaction, and higher data rates. Similarly, video security systems are
increasingly moving towards fully digital network technology and more advanced automatic control applications. Digitisation of services and networks began already in the late 1990s and is still continuing
strong. It is progressing deeper into the network infrastructure and, simultaneously, spreading wider
geographically; in Teleste’s main market areas in Europe, digitisation will still continue strong for many
years and elsewhere in the world in many places it is only just beginning.
concentrate their purchases to their chosen
partners. In 2014, we focused particularly
on the development of customer loyalty and
product quality assurance.
Integration of Asheridge, acquired in
2013, into Teleste’s operation went according to plan. With Asheridge, Teleste’s share of
the passive and home networking products
market increased significantly, and our presence in Spain and Portugal strengthened.
The marketing of passive and house network
products was streamlined and the ordering
and supply chain was enhanced throughout
our area of operations. The aim is to combine the products into our global offering,
streamline operations and take advantage of
sales and marketing automation in the form
of e-commerce.
At the Forefront with New Products
As Europe’s leading supplier of access network technology, Teleste was the first provider to launch new Docsis 3.1 compliant
business areas
products. This standard allows for the implementation of higher-speed broadband at
lower cost. The new standard will keep Teleste’s R&D busy for years to come, because
almost all of our products must be upgraded.
On the other hand, the first operator has
already initiated the construction of a standard-compliant network, so the demand for
these products will increase.
Another item subject to product development was the distributed access network architecture with the first product –
DAH100 – launched. Also deliveries of the
said product started in the autumn of 2014.
Distributed architecture will turn the access
network more to a data network bringing
the intelligence of the network closer to the
consumer. Thus, architecture is responding
to the change in the operating environment,
since broadband service already occupies a
larger proportion of the network traffic than
TV broadcasts.
responsibility
management
video and broadband solutions
Video SECURITY AND INFORMATION
Teleste offers comprehensive video security and information applications for
customers primarily in the public sector. Our emphasis is set on demanding video
security applications, where cameras, recorders and workstations from a number
of sites are networked into a single system. Comprehensive solutions consist of
Teleste and third-party products, system design, project implementation as well
as services related to system maintenance and training.
Teleste offers comprehensive video security and information solutions mainly for public sector customers.
The increasing need for security and real-time information contribute to the development of the markets.
With the development of technology, there is a growing need for integrated solutions. Teleste focuses on
larger, technically more challenging systems, which often require system-specific solutions.
Steady Advancement
In 2014, the need for ensuring safety kept
on strengthening so the demand for video
security solutions remained strong. New
orders came in steadily, even if the number
of large projects recorded in the order books
was limited. On the other hand, the share of
maintenance contracts increased. Our largest order, of approximately EUR 3.0 million,
involved maintenance of the video security
system for the French State Railways. The
system was originally supplied by Teleste,
and the maintenance contract signed in
October spans three years.
Implementation of Teleste’s strategy
advanced significantly. Expanding our supply
from the most demanding systems to slightly
smaller ones requires reduction in the degree
of customization and increased use of standard solutions. As part of this, we continued
both our R&D efforts in wireless technology
and our inputs designed to extend our secu-
Teleste in 2014
rity solutions to the smart home. More­over,
our work to expand Teleste’s offering to the
management platform went on. This system
gathers data from multiple subsystems and
links the feeds to a single user interface, the
so-called PSIM platform. We also kept on
strengthening our international sales organisation by way of looking for new partners
particularly in fast-growing markets, such
as India and the Middle East, where a new
Teleste office was established in Dubai. Also
our other marketing operations were actively
carried on, and towards the end of the year
Teleste organised industry conferences, for
instance, in Dubai and Thailand.
a systems integrator of video security solutions to the rail transport industry. Mitron
delivers public transport information systems and modern display solutions. Security
solutions and data management solutions
cover transfer of wireless data and real-time
video between rail cars and stations including advanced rail passenger information and
video security systems. The demand for such
systems is expected to increase significantly
as the safety and information requirements
for the rail industry become more stringent.
In 2014, Mitron’s net sales amounted to
more than EUR 22 million and the company
employed 120 people.
Mitron Expands Teleste’s Supply
Segment-Specific Solutions
In early January 2015, Teleste acquired the
entire share capital of the Finnish company
Mitron Group Oy Ltd. This acquisition brings
Teleste significant new know-how, expands
our supply and strengthens our position as
Teleste’s security solutions are used in a number of applications, such as road, bus and rail
services, as well as in airports and military
and public areas. Since ensuring security
becomes increasingly important, the demand
business areas
responsibility
management
for cost-effective and reliable video security
systems is expected to keep on growing. On
the other hand, in addition to security, these
systems also offer other benefits that are
expected to become increasingly demanded
in the market. For example, the demand for
passenger information on trains and buses
increases rapidly. In the future, the display
devices on various means of transport will
provide more diverse information and also
entertainment. Similarly, home security and
functionality are also subject to intense
development. Teleste’s video security unit
will continue to develop its offering to meet
these new market needs as well.
YEAR 2014
17
Network services
Wider Service Offering
Most of the sales of our services come from Germany and
divestment of unprofitable project deliveries in Germany
Britain. The demand for our services remained stable in
and by weaker demand for services in the UK. Operating
Germany, whereas in the UK the market was challenging
profit was EUR 1.5 (1.6) million, a decrease of 7.8%. In Ger-
in many respects. In contrast, in Switzerland the demand
many, profitability improved thanks to the number of meas-
increased, while in Finland and Belgium it remained stable.
ures taken, whereas in the UK the investments made in the
Network Services generated net sales of EUR 90.3 (91.0)
expansion of our services business burdened the result for
million, a decrease of 0.9%. Net sales was diminished by
the whole year. The business area employed 740 people.
ns net sales
Meur
Meur
100
100
70
70
50
50
25
25
0
Share of personnel
shares of net sales
Network
Services
57%
Network
Services
46%
Video and
Broadband
Solutions
43%
Video and
Broadband
Solutions
54%
0
101112 1314
18
ns orders received
Teleste, enabling digital evolution
101112 1314
Teleste in 2014
business areas
responsibility
management
network services
Network services
Network Services offers network planning, high-quality installation and maintenance, as well as expert services for European cable and telecom operators. Our
customers are often one of the leading players in their countries, and they aim to
make available new services, such as high-speed Internet access, pay TV, videoon-demand and telephony to their subscribers. Our services network covers
Europe, where our primary countries of operation are Germany and the United
Kingdom.
Part of Network Services’ offering consists of residential installations, where our skilled technicians
configure customer devices and instruct subscribers to take advantage of their operator’s premium
services. In addition to technical knowhow, customer interfacing skills are also needed, and at the
same time, technicians are often able to upsell additional services to customers.”
Position of Teleste’s services business was
improved in Germany by the merger of Vodafone and Kabel Deutschland, and this was
reflected as a steep rise in the installation and
repair orders. In the UK, the market was challenging in many respects. Investments in the
next generation mobile solutions and FTTx
networks fell short of expectations. Moreover, the network development measures of
Teleste’s significant customer Virgin Media
fell momentarily following the acquisition of
Virgin Media by LGI. Teleste introduced new
planning services designed to pursue a wider
customer base. However, the sales of these
services failed to take off at the desired
speed. On the other hand, demand for fibre
networks and wireless systems picked up.
In Finland, our operations continued
steadily as Teleste focused on providing
its contract customers with high value-
Teleste in 2014
added services. Our operating environment
remained stable also in Belgium, whereas in
Switzerland, our net sales and profitability
increased significantly.
New Office in Birmingham
In 2014, Network Services carried out a number of development measures in areas such
as quality, information systems and marketing. In line with our strategy, the offering
was expanded, in particular, in higher valueadded services. In Britain, we established
a new office in Birmingham. This allows for
the expansion of Teleste’s offering and the
strengthening of our position, particularly
with regard to turnkey deliveries of the nextgeneration networks. Our expertise in the
latest technology also enables the future
expansion of our offering beyond the existing market segments and projects.
business areas
In Germany, our practices, organisation
and management team have been revised
in recent years to become more customerfocused. Our customer-focus is increasingly
reflected in higher quality and faster deliveries. These development measures were
continued based on the positive feedback
received from our customers.
Significant New Customers
In 2014, Network Services received a number of new customers. These new customers
include Vodafone, which is one of the UK’s
largest mobile operators, the globally operating equipment suppliers Alcatel Lucent and
Ciena, as well as the UK’s leading wireless
distributor Cloud Distribution. In addition, our
customer base was joined by naxoo, who
chose Teleste as their partner to modernize
the cable network in the Geneva region.
responsibility
management
Growth Potential
The services market appears to be positive
in many respects. The need for services is
driven by solutions such as faster broadband
and wireless technology, as well as Fibre-tothe-Home. The new customers gained in the
UK are expected to have a positive impact on
the profitability of our net sales. The investments made in the expansion of our services
offering that have weakened our profitability have already begun to produce results.
Similarly, cooperation with Virgin Media has
already recovered and returned to its previous level. In Germany, field services are
expected to grow significantly. In the coming
years, significant growth potential can also
be found in the deepening of partnerships
with our existing customers.
YEAR 2014
19
C ase
C ase
Altice to invest in
high-speed broadband
Altice Group is a multinational company that offers
its customers services like pay TV, broadband and
mobile telephony in many European countries and
in Israel. Cooperation between Altice and Teleste
continues by deliveries of access network products
in line with the new DOCSIS 3.1 standard. This
new standard allows for construction of faster
networks and provision of multi-gigabit broadband
connections to subscribers. Altice is the first one
in Europe to introduce, on a large scale, an access
network complying with the DOCSIS 3.1 standard.
The next generation AC series broadband amplifier designed for DOCSIS 3.1 network upgrades. This
broadband amplifier allows for an increase of cable television network capacity by up to 50%. The
broadband amplifier is based on the cutting edge Gallium Nitrite (GaN) technology that enables high
performance with high energy-efficiency.
Telenet Giga network project
Telenet, the market leader in telecommunications
services operating in the Flemish and Brussels
regions of Belgium, launched a major investment
in network upgrading designed to bring their network up to the DOCSIS 3.1 standard. The network
investment is known as “de grote netwerf”.
Telenet’s investment will be one of the most
important access network upgrade projects in the
European cable industry. This network supporting
the new standard makes it possible to offer consumers broadband speeds of multiple gigabits.
Following a tough competition, Telenet chose
Teleste for the supplier of the access network
products. The agreement signed in February 2015
20
Teleste, enabling digital evolution
contains deliveries of amplifiers in line with the
DOCSIS 3.1 standard. Telenet is also intended to
include Teleste’s passive products into the agreement.
This agreement continues the long-standing cooperation between Teleste and Telenet. Teleste’s
advantages were considered products with excellent performance, competitive price, as well as its
role as the trusted supplier to Telenet. Telenet
focuses on TV and broadband, as well as voice services of both fixed and mobile networks.
Teleste in 2014
business areas
responsibility
management
C ase
Intelligent
network
run by Stofa
Teleste and naxoo working together
to modernize the Geneva network
Naxoo is a Swiss cable television company owned
by 022 Télégenève. In 2007, naxoo entered into
a partnership with upc cablecom and today, as a
result of the partnership, its customers in 80,000
homes in Geneva have access to the entire offering of upc cablecom: Internet, telephony and television, including a wide range of HD channels. Naxoo
also offers free 2Mb/s Internet connection for its
customers, although many of them choose the premium package with higher broadband speeds.
In the early 2014, naxoo was looking for a
reliable partner to modernize their network in
the Geneva area, and contracted Teleste for the
upgrade project.
The project focuses on modernizing house networks, which in practice means that depending on
Teleste in 2014
the configuration in each building, cables and other
house network elements need to be changed. In
addition to state-of-the-art products, high quality
workmanship is required to ensure that services
can be provided in the extended network frequency
range for the years to come. As Geneva is the hub
of dozens of international organizations, the key
challenge for the project is that demanding timelines must be strictly met while the work must be
carried out with minimal disturbance to naxoo’s
customers.
Teleste provided naxoo with a dedicated project
team. The project manager had extensive experience in similar projects and the whole team of
skilled technicians was determined to complete the
work according to naxoo’s quality standards and
business areas
timelines. Close collaboration with naxoo’s project team was essential in ensuring the successful delivery. The delivery process included phases
such as surveys of the buildings, designing network
upgrade with AND software, getting approvals
from naxoo and real estate owners for the design,
and the actual implementation in the buildings,
common areas and apartments.
So far, Teleste has realized modernization of
over 200 multiple dwelling units. Naxoo is very
satisfied with the success of the project, and has
decided to expand it into additional areas in 2015.
responsibility
management
Stofa A/S, the second largest cable operator in
Denmark, is deploying pay-TV offerings with ondemand interactive TV and VoD services and up
to 300 Mbit/s Internet subscriptions on their cable
TV and fiber infrastructure. Together with WebTv,
WebTv To Go, up to 48 hour catch-up services as
well as IP telephony services, this gives Stofa a
leading service offering status in the Danish cable
TV market. For years Stofa has deployed Teleste’s
intelligent network product concept including automated processes and remote network surveillance
as well as configuration to guarantee high network
availability.
The intelligent network allows Stofa to have
a quick overview of the network health, and it is
easy to monitor the network infrastructure. This
is a valuable help in service operations and, at the
same time, the network operation center receives
consistent information. With the intelligent network concept Stofa is ahead of problems that
might occur: any problems are quickly identified
and located to a very specific geographical area or
site. All in all, this reduces the meantime to repair
to a minimum and strongly supports the concept of
proactive maintenance.
The result is a high quality cable TV network,
which allows Stofa to further develop and deploy
even more innovative services in the increasingly
competitive broadband environment, securing and
expanding the customer base. In the end of 2014
Stofa and Teleste signed a two-year frame agreement designed to continue the good co-operation
between the companies even further.
YEAR 2014
21
C ase
Efficient control of French railway network
SNCF, the French National Railway specializes
in rail services for both passengers and freight
transport in the entire country. It operates about
14,000 trains daily on its about 32,000 km long
rail network. SNCF also operates TGV, the wellknown high speed train. The public company SNCF
employs about 180,000 people.
In 2005, SNCF selected Teleste among 25 consortiums as the supplier of video security solutions for its train stations covering the whole Paris
area. “Teleste was selected for its technical skills,
experience, and reliability together with adequate
22
Teleste, enabling digital evolution
price”, said Bertand Taquin, head of SNCF System
and Applications Department.
Initially covering 120 stations, the system has
since then been widely extended and today covers more than 15,000 cameras and over 500
interconnected train stations in the entire country.
The platform, based on Teleste Software,
has permanently evolved its functionalities over
the years. Today the system, amongst others,
includes a unique recording platform that centrally
manages up to 45,000 cameras.
SNCF system serves different stakeholders,
Teleste in 2014
such as the railway police, passenger safety unit,
passenger information service and station operational command centre to name a few.
Showing almost unlimited scalability, the system is now also interconnected into the Préfecture de Police´s (Paris police authority’s) video
security system. It serves annually several thousand requisitions from the criminal police and
delivers evidence material to the courts. The
material is used in many crime investigations and
it improves safety in this crowded urban environment.
business areas
Over the last 10 years, Teleste has provided
SNCF with both support activities and customer
service, in order to keep the system up and running in a critical environment.
The SNCF video system is used to protect and
secure the 4 million daily passengers in the Paris
area. The goal is to improve the safety of this very
densely populated urban environment.
responsibility
management
C ase
8,3 million households served by
Kabel Deutschland
The Vodafone Company Kabel Deutschland (KD)
is Germany’s largest cable operator with cable
networks in 13 German federal states serving
approximately 8.3 million connected households.
With respect to services, Kabel Deutschland and
Teleste’s Network Services Business in Germany,
Cableway, have a long track record of cooperation.
Since the time when KD outsourced its technical
upgrading and maintenance services of cable networks about 7 years ago, Cableway was awarded
the largest share as a provider of these services.
Recently, KD and Cableway have signed a three +
one year contract extension on the upgrading and
maintenance services of cable networks worth
approximately EUR 50 to 60 million per annum.
“While Cableway’s key characteristics in the past
were size, local presence across the country and
a strong emphasis on ad-hoc management, we
are delighted to see Cableway transforming into a
professional industrial service company”, describes
Dr. Manuel Cubero, CEO of Kabel Deutschland,
his perception of the latest developments. “With
a new competent management team, a professional, customer-centric organization and stream-
Teleste in 2014
lined processes, Cableway has evolved now to a
partner whom we trust to also support us in service areas beyond the classic fields of cooperation.
As a result, Cableway is now an established sales
channel for us and we are expecting significant
double-digit growth, profitable for both sides, to
be delivered over the next years”, says Burkhard
Franke, Managing Director of Kabel Deutschland
Field Services.
With the trust base established over the last
years and a real partnership approach, we are
happy to be the preferred service supplier to Kabel
Deutschland. We would also like to express our
appreciation to KD’s management for providing us
with a motivating partnering approach and a continuous professional demand specification, which
enables us to streamline our operations further.
This is one important fundament around which we
have designed, and are constantly improving our
new customer-centric service organisation.
This good operational cooperation leaves room
for strategic thoughts to expand the partnering
even further, and we are looking forward to seeing
the fruits of this over the next years to come.
business areas
IRIS – prerequisite: high quality
IRIS – International Railway Industry Standard – is
the quality standard for the rail transport industry
defined by the IRIS Group. IRIS Group was established in 2005 as part of UNIFE Group. This standard is designed to ensure high quality throughout
the supply chain in the railway business. Currently,
the global number of IRIS-certified companies is
more than one thousand, of these ten are located
in Finland. The IRIS standard is increasingly seen
as a basic requirement for the entry in the railway
business and, for example, the most notable railway wagon manufacturers only accept IRIS-certified companies for their suppliers.
In practice, IRIS is a significantly expanded version of the ISO 9001 quality standard, with the
addition of requirements specific to the rail transport industry. Structurally, the IRIS standard is very
similar to the corresponding standards applied to
other safety-critical industries, such as the aviation
and automotive industry.
Teleste has been implementing rail traffic video
security solutions already for more than a decade.
Our customers include the French state railway
operator SNCF (Société Nationale des Chemins de
Fer Français) and Chicago local transport operator
CTA (Chicago Transit Authority). In recent years,
rail transport has been chosen to spearhead the
business strategy of Teleste’s Video Networks
business unit. Currently, we offer an end-to-end rail
transport solution, which – in addition to security
solutions – also features the passenger information systems and various wireless solutions. Our
comprehensive solution covers both the rolling
stock and the infrastructure of the stations. IRIS
is a key part of the above-mentioned strategy, and
Teleste received its IRIS certificate in May 2014,
so far as the world’s only supplier of video security systems. The IRIS certificate is an indication of
Teleste’s high quality, both as a company and as a
supplier, and we believe it will further strengthen
our position in the global rail transportation market.
C ase
Summit supervised through
video security
In November 2014, Brisbane hosted the Group of
Twenty (G20) Leaders Summit, the principal forum
for international economic cooperation and decision-making. Teleste’s video management system
was chosen for the solution to ensure the safety
of the event. This system was combined with a
number of separate public space video security
responsibility
management
systems from different parts of Brisbane. The set
requirement was a reliable, certified and integrated
entity, which could transmit video quality images
through a single interface. The system served a
number of users, and the wall consisting of multiple displays was one of the largest video wall
installations in Australia.
YEAR 2014
23
Competitiveness is based
on personnel’s expertise
HR cornerstones
Vision: Organization in support of Teleste’s strategy.
Teleste’s offering is based on strong technological expertise. We aim to grow
Mission: Personnel structure
and expertise support the
corporate strategy and
objectives.
profitably and become one of the world’s leading companies in our own sector.
To achieve this ambitious objective requires continuous development of competence and competitiveness. Indeed, our personnel’s expertise and motivation
provide the cornerstones of Teleste’s success. Teleste offers its employees challenging and varied tasks, an opportunity to develop their knowledge among the
Objectives: Good governance,
open and inclusive work culture, effective HR processes
and satisfied, committed and
skilled personnel.
best professionals in the industry in an international setting.
At the end of the year 2014, Teleste had
1,343 employees (2013: 1,261). Teleste’s
field of operation is very international with
offices in 20 countries. The largest number
of Teleste employees work in Finland (28%),
Germany (49%) and the UK (6%). Employee
turnover rate is, on average, low and employment relationships at Teleste last, as a rule,
long.
Technologies – the core of our
know-how
Personnel by business area
Personnel by location
Personnel by gender
Video and
Broadband
Solutions
43%
Finland
28%
Female
27%
Personnel by age range
400
300
200
Network
Services
57%
Male
73%
Others
72%
100
Teleste, enabling digital evolution
Teleste in 2014
business areas
>70
60-69
40-49
50-59
30-39
<20
24
20-29
0
From the point of view of our personnel,
development of Teleste’s technologies, products and services as well as the continued
streamlining of our operations require solid
skills, enthusiasm, and close cooperation.
This rapidly changing international industry is
also characterised by rapidly emerging practices. This, in turn, necessitates the ability to
put up with constant change and the courage to try out new things.
Teleste carries out regular skills surveys,
which are designed based on our business
needs. These surveys provide the basis for
preparation of competence profiles for our
personnel. Such profiles are instrumental in
responsibility
management
personnel
EWC stands for European Works Council. EWC is a co-operation body formed by representatives of
employees and employer in the administration of multinational companies. The EWC must be set up
if the company has at least 1,000 employees in the EU area and 150 employees in at least two EU/
EEA countries. The EWC is an arrangement in which the employer and the employee representatives of
multinational companies can work together to discuss any issues important for the company. Interaction between the actors from different countries helps to understand both one’s own company and the
way of communicating specific for different cultures. The EWC agreement, signed in March 2014, was
prepared in cooperation with Teleste’s management and the representatives of the EWC elected by
the personnel. The first meeting was held in June at the Company’s head office in Turku, Finland.
steering the competence development of
both teams and individuals in the desired
direction. These competence profiles are
then used as implements in appraisal discussions. Sharing knowledge within our organisation and challenging assignments provide
important means of personal professional
development.
Well-being at work on good level
Teleste wants to be an innovative, flexible
and open work community, where colleagues
are respected and work is done in a good
community spirit. Teleste’s flat organisation
supports smooth co-operation between
our various functions and across national
borders. At Teleste, well-being arises from
meaningful tasks, our good working environment and the balance between work and
leisure.
In March 2014, Teleste carried out, for
the first time, a Group-wide well-being sur-
Teleste in 2014
vey. Judging by its results, Teleste employees are motivated and enjoy their work. Their
ability to work and our atmosphere were
also reviewed in positive terms. Teleste’s
special branch and technological expertise
make this work especially interesting. On the
other hand, in the light of the survey, room
for improvement was registered with regard
to supervisory work, leading the well-being at
work and job management.
Response rate and results of the survey
varied from country to country. The obtained
results have been carefully analyzed and
based on them, a number of action plans
have been prepared by teams. A wide range
of development proposals at different levels
are underway. Specific weight among these
is given to supervisory work and leading the
well-being at work. Plans are already being
implemented and the relevant progress is
monitored by the steering group.
At Teleste, a works council (EWC) has
been operational for a year. In this council,
business areas
In November, an evacuation exercise was held at the Company’s head office for the purpose of identifying escape routes, practice the moving to the assembly point, as well as organising into teams in
preparation for any emergency situations. All in all, the exercise was participated by 80% of the personnel working in the head office. The experience gained from this exercise with the feedback provided
valuable information on improving the operation and communication even further.
Management and the personnel representatives discuss and develop even Group-level
issues concerning well-being at work.
Preferred employer
As an employer Teleste has a good reputation, and there are plenty of candidates for
almost all open positions. Potential applicants are interested in Teleste’s technological know-how and the chance to learn from,
and develop with, it. Our close cooperation
with educational institutions aims at increasing the Company’s visibility among potential
employees, so as to ensure the availability
of labour in the future. We also offer young
people summer jobs, internships and topics
for thesis works.
Rewards based on performance
Teleste’s incentive systems are founded on
actual results, which are measured both at
the Company and personal level. The incen-
responsibility
management
tives include, among others, bonus and incentive pay schemes, as well as share-based
incentive systems. These bonus and incentive pay systems are based on the Group’s
strategy and objectives and are, thus, linked
to the work of teams and individuals in a
natural way.
Mitron – new at Teleste
In early January 2015, Teleste acquired
Mitron Group Oy Ltd’s share capital. The
company provides railway information systems and display solutions. Mitron employs
120 people. In addition to the integration of
Mitron, priorities for the year 2015 include
harmonization of our human resource management processes and implementation of
the development plans, which are prepared
based on the findings from the well-being
survey. Progress will be measured by a new
survey to be carried out in the course of
2016.
YEAR 2014
25
Environmentally friendly
products from desing to
recycling
Teleste’s work on corporate responsibility contributes to the Group’s
60-year-old corporate culture. This responsibility is defined and driven by
our business needs, the Group’s values, vision and strategy as well as our
Code of Conduct.Teleste wishes to provide its customers with innovative
solutions that work cost-effectively throughout their life-cycle. Our products
are durable, upgradeable and serviceable. They mainly consist of recyclable
materials, so besides their space and cooling requirements, their environmental impact is mainly brought about by the energy they consume when
used.
The tightening market and world situation set demands to the whole management of the order-to-supply chain. Teleste strives to provide customers
with products made of materials from ethically and environmentally responsible sources. Our aim is to support sustainable development and to build a
profitable business together with our partners.
Design
Design
Production
When it comes to reducing the environmental impact, product design provides the key.
As to our new product generations, Teleste
seeks to reduce the environmental impacts
caused by their production and the use of
the systems. For the customer, introduction
of new technologies is typically reflected in
improved performance.
An example of our long-term R&D efforts
designed to improve the overall energy efficiency is provided by the below comparison.
This assessment is published once in a decade, and it presents the data transmission
capacity of our amplifier product families in
proportion to the electrical energy they consume. With the same power consumption,
the data transmission capacity of our modern amplifiers is more than twice the one it
used to be 20 years ago.
The environmental impact of Teleste’s operations is primarily brought about by our use
of energy, waste generation, logistics, and
business travel. Our own production consists
mainly of assembly of printed circuit boards
and electronic components, and no emissions are released into the environment from
this type of manufacture. Items consuming energy include heating, cooling, and the
power used by the production facilities, testing equipment and office equipment.
For its part, Teleste wishes to ensure
that the materials used come from ethically
and environmentally responsible sources. To
determine the origin of the materials requires
a better understanding of the legitimate
trade of natural resources and the sustainable supply chain. Teleste wants to monitor the origins of the raw materials of our
standard components (Conflict minerals /
3TG / RoHS). We seek to prevent the use of
conflict minerals by working closely with our
suppliers.
Our environmental management system is supported by Teleste’s quality and risk management. Teleste has been granted the ISO 14001:2004
Environmental Management System Certificate, which serves as the framework for developing our operations in line with the principles of continuous
improvement.
26
Teleste, enabling digital evolution
Teleste in 2014
Production
DXE600 y AC1000 y AC1500 y
1994
2004
2014
Data transfer
volume
per power
(Mbps/W)
170
240
350
Relative
growth of
data transfer
volume (%)
-
+41%
+106%
business areas
responsibility
management
Sustainable development
Long-term environmental
goals – Achievements in 2014
Distribution
and Service
Use
Recycling
Distribution and Service
Use
Recycling
The carbon footprint caused by our logistics
stems from two main sources: transportation of materials and finished products. We
aim to strengthen the cooperation between
our European supplier partners for shorter
distances and flexibility. By improving the
forecast process we aim to increase the
packaging efficiency of our transports, as
well as to put the preference in land and sea
transport.
As to our services business, the main
source of our environmental load consists
of CO2 emissions from the installation and
maintenance runs, and these can be changed
by choices of equipment and route planning.
Moreover, installation and packaging materials are recycled in co-operation with local
operators.
The most significant part of the environmental impact related to the use of Teleste’s
products comes from their consumption of
energy and the systems’ needs for space
and cooling. Cable network and video security systems are durable, serviceable and
upgradeable, so their service life can be
extended even more.
The added value and overall responsibility perceived by our customers is contributed
by Teleste’s ability to complement its hardware solutions by making available relevant
services. This creates the desired chain all
the way from design to delivery and maintenance of the network. As a result, our measures of network monitoring and maintenance
support the existing solutions and can be
targeted to the correct items.
We at Teleste seek to reduce the amount of
waste produced while improving our recycling rate. Our products mainly consist of
recyclable metals. The waste fractions from
the production are sorted and can be almost
entirely recycled or recovered in terms of
energy. The amount of landfill and hazardous
waste is limited.
Any data sensitive material is properly
disposed of in co-operation with our recycling
partner as part of our responsibility and risk
management schemes.
Teleste in 2014
business areas
responsibility
management
As for our operations, Teleste has
defined long-term environmental objectives, which are specified annually by
environmental goals.
•• Promotion of product-driven environmental thinking
•• Reduction of waste
•• Reduction of energy consumption
•• Continuous environmental improvement in logistics and transport
•• Promotion of environmental thinking
in the supply chain
•• Increasing environmental awareness
among the personnel
Achievements in 2014
Power consumed by Teleste’s head
office and production is produced from
100% renewable sources of energy.
•• The process of disposal of sensitive
data has been improved and expanded.
•• Scalable web pages cut down the
need for printed customer material,
in addition to which the amount of
paper print-out produced by our head
office in one year has dropped by
about 40%.
•• Teleste’s head office has increased
environmental co-operation with local
schools.
•• Monitoring of origins of raw materials for our standard components has
been extended (Conflict minerals,
3TG: tantalum, tin, tungsten, gold).
YEAR 2014
27
board of directors
Marjo Miettinen
Pertti Ervi
Jannica Fagerholm
M.Sc. (Ed.), born in 1957
Chairman of the Board since 2009 –
EM Group Oy is a significant shareholder of Teleste
B.Sc. (Eng.), born in 1957
Member of the Board since 2009 –
Independent of Teleste and its
significant shareholders
M.Sc. (Econ.), born in 1961
Member of the Board since 2013 –
Independent of Teleste and its significant shareholders
Principal occupation:
Board professional
Primary working experience:
Ensto Oy, Chairman of the Board 2002–2006
Ensto Oy, managerial positions 1989–2001
Other elected positions of trust:
Efore Plc, Member of the Board 2013 –
EM Group Oy, Member of the Board 2005 –
Ensto Oy, Member of the Board 2002–
28
Teleste, enabling digital evolution
Principal occupation:
Signe and Ane Gyllenberg Foundation,
Managing Director 2010 –
Principal occupation:
Independent Consultant
Primary working experience:
Computer 2000, Co-President until 2000
Computer 2000 Finland Oy, MD until 1995
Other elected positions of trust:
Comptel Corporation, Chairman of the Board 2012 –
Efecte Oy, Member of the Board 2009 –,
Chairman of the Board 2011 –
F-Secure Corporation, Member of the Board 2003 –,
Chairman of the Audit Committee 2006 –
Ixonos Plc, Chairman of the Board 2011 –
Nevtor Oy, Chairman of the Board 2008 –
Teleste in 2014
business areas
Primary working experience:
SEB Gyllenberg Private Bank,
Managing Director 1999–2010
Handelsbanken Liv, Country Manager,
Life Insurance business in Finland 1998–1999
Sampo Group, Investment Director
Life Insurance 1996–1998
Sampo Group, various posts in Asset
Management 1990–1996
Other elected positions of trust:
Hanken School of Economics,
Member of the Board,
Chair of Investment Committee 2010 –
Eira Hospital, Member of the Board 2010 –
Sampo plc, Member of the Board 2013 –
Veritas Pension Insurance Company,
Member of the Board of Supervisors 2010 –
responsibility
management
board of directors
Esa Harju Kai Telanne
Petteri Walldén
M.Sc. (Eng.), born in 1967
Member of the Board since 2012 –
Independent of Teleste and its
significant shareholders
M.Sc. (Econ.), born in 1964
Member of the Board since 2008 –
Independent of Teleste and its
significant shareholders
M.Sc. (Eng.), born in 1948
Member of the Board since 2009 –
Independent of Teleste and its
significant shareholders
Principal occupation:
Ixonos Plc, CEO 2013 –
Principal occupation:
Alma Media Corporation, CEO 2005 –
Principal occupation:
M.Sc. (Eng.)
Primary working experience:
Nokia Siemens Networks, Head of Nordic &
Baltic Region 2010–2012
Employed by Nokia and Nokia Siemens Networks
since 1991
Primary working experience:
Kustannus Oy Aamulehti, Managing
Director 2001–2005
Kustannus Oy Aamulehti, Deputy MD 2000–2001
Primary working experience:
Alteams Oy, CEO 2007–2010
Onninen Oy, CEO 2001–2005
Ensto Oy, CEO 1996–2001
Nokia Kaapeli Oy, CEO 1990–1996
Sako Oy, CEO 1987–1990
Other elected positions of trust:
Talentum Oyj, Chairman of the Board 2011 –
Varma Mutual Pension Insurance
Company, Member of the Board 2009 –
No other elected positions of trust.
Teleste in 2014
business areas
responsibility
Other elected positions of trust:
Comptel Corporation, Member of the Board 2009 –
Efla Oy, Member of the Board 2014 –
Kuusakoski Group Oy, Member of the Board 2007 –
Mesera Yhtiöt Inc., Member of the Board 2010 –
Nokia Tyres plc, Chairman of the Board 2006 –
Tikkurila Oyj, Member of the Board 2008 –
management
management
YEAR 2014
29
management
Jukka rinnevaara
Johan slotte
Juha hyytiäinen
President and CEO
M.Sc. (Econ.), born in 1961
Joined Teleste in 2002
Deputy CEO, Corporate
CFO
M.Sc. (Econ.), born in 1967
Joined Teleste in 2013
Primary working experience:
ABB Installaatiot Oy,
President 1999–2001
ABB Building Systems,
Group Senior Vice President 2001–2002
Other elected positions of trust:
Turku Chamber of Commerce,
Chairman of the Board 2012 –
Finland Chamber of Commerce,
Member of the Board 2012 –
Ventilation Holding Finland Oy,
Member of the Board 2008 –
30 Teleste,
Teleste,enabling
enablingdigital
digitalevolution
evolution
Teleste in 2014
Video Security and Information, Senior Vice
President
Member of the Management Group since
2013 –
LL.M, EMBA, born in 1959
Joined Teleste in 1999
Member of the Management Group
since 1999 –
Primary working experience:
Uponor Group 1989–1999
various directorial positions, including MD
of Uponor Poland
business areas
responsibility
Primary working experience:
OMG Kokkola Chemicals Oy,
Financial Manager 1994–1998
Ensto Saloplast Oy,
Financial Manager 1998–2000
Nokia Corporation, Business Controller and
Director positions in Finance and Control
2000–2013
management
management
hanno narjus andree kang
Pasi Järvenpää
markus mattila
TV Distribution Business,
Senior Vice President
M.Sc. (Econ.), born in 1962
Joined Teleste in 2006
Network Services, Senior Vice President
Ph.D. (Eng.), born in 1964
Joined Teleste in 2012
Research and Development,
Senior Vice President
M.Sc. (Eng.), born in 1967
Joined Teleste in 1994
Operations, Senior Vice President
M.Sc. (Eng.), born in 1968
Joined Teleste in 2008
Member of the Management Group since
2007 –
Primary working experience:
Teleste Corporation, Director,
Sales/Continental Europe 1989–1996
Nokia Corporation, various managerial
positions 1996–2006
Teleste in 2014
Member of the Management Group since
2012 –
Member of the Management Group
since 2013 –
Primary working experience:
Emerson Network Power Germany,
General Manager Power Products &
Services 2010–2011
Chloride Poland, President 2009–2011
Masterguard GmbH, Managing Director
2007–2011
business areas
responsibility
Member of the Management Group
since 2008 –
Primary working experience:
Nokia Mobile Phones/Nokia Corporation,
Manager and Director positions in Operations, Logistics and Sourcing 1993–2008
management
management
YEAR 2014
31
INFORMATION FOR SHAREHOLDERS
Teleste share
Financial Information
Annual General Meeting
Teleste Corporation is listed on Nasdaq Helsinki in the Technology sector. The company
shares are included in the book-entry securities system. The company has one series
of shares. In Annual General Meeting each
share carries one vote and confers an equal
right to a dividend.
On 31 December 2014 Teleste’s
registered share capital stood at
EUR 6,966,932.80 divided in 18,985,588
shares.
As to the company share price in 2014,
the low was EUR 4,25 (3,78)) and the high
EUR 5.29 (4.47). Closing price on 31
December 2014 stood at EUR 5,27 (4,25).
The financial information publications
including the stock exchange releases are
available in Finnish and in English at the
company website.
Teleste Corporation’s Annual General Meeting will be held on Thursday, 9 April 2015,
commencing at 3 p.m., in Helsinki Hall at
Finlandia Hall in Helsinki, Mannerheimintie
13. Registration and distribution of voting
tickets begins at 2 p.m.
Shareholders registered on the list of
shareholders with Euroclear Finland Oy on
Thursday, 26 March 2015 are entitled to
participate in the Annual General Meeting.
A shareholder who wants to participate
in the meeting shall register no later than
Wednesday 1 April 2015 at 4 p.m.
Trading code TLT1V
Listed on 30.3.1999
Listing price 8,20 EUR
ISIN code FI0009007728
Reuter’s ticker symbol TLT1V.HE
Bloomberg ticker symbol TLT1VFH
32
Teleste, enabling digital evolution
Financial releases in 2015
Interim Reports:
January–March 30.4.2015
January–June 6.8.2015
January–September 29.10.2015
Financial Statement Release 4.2.2016
Publications can be ordered on Teleste’s
website or by contacting the company’s IR
at [email protected].
Changes in shareholders’
contact Information
The shareholder register is maintained by
Euroclear Finland Oy. Shareholders are
kindly requested to inform the custodian of
their book-entry account of any changes in
contact details.
Teleste in 2014
Sign up to the AGM:
[email protected],
phone +358 2 2605 611
Monday–Friday between 09:00–16:00 EET
fax +358 2 2605 812,
regular mail:
Teleste Corporation, Tiina Vuorinen,
P.O. Box 323, FI-20101 Turku, Finland.
business areas
Proposal for Distribution
of Dividend 2014
The Board of Directors proposes to the
AGM that, based on the adopted balance
sheet, a dividend of EUR 0.20 per share be
paid for the fiscal year that ended on 31
December 2014.
Dividend ex date 10.4.2015
Dividend record date 13.4.2015
Payment of dividend 20.4.2015
More information: www.teleste.com/AGM
Investor Information on Teleste´s
website
The Investor section on Teleste´s website
includes:
• Financial reports and stock exchange
releases
• Monthly updated information on our
major shareholders, Teleste insiders
including their shareholding
• Share trading information and investment
calculator
• Information on the shareholder meeting
responsibility
management
We make...
FINANCIAL STATEMENTS 2014
your everyday
life easier,
safer and more
efficient.
REPORT
OF THE BOARD
OF DIRECTORS
Founded in 1954, Teleste is an international technology
company that develops and offers video and broadband
technologies and related services. Our core business is
video – image and data processing, transfer and management. Our business is divided into two divisions, which are
Video and Broadband Solutions and Network Services.
Net Sales and Profitability
CONTENT
Report of the board of directors
1
CORPORATE FINANCIAL STATEMENT
4
Statement of comprehensive income4
Statement of financial position5
Consolidated cash flow statement 6
Consolidated statement of changes in equity7
Accounting principles8
Segment reporting15
Business combinations acquired during 2014 and 2013 17
Notes to the consolidated
income statement and balance sheet18
Financial STATEMENT OF parent COMPANY
37
Income statement37
Balance sheet38
Cash flow statement39
Accounting principles40
Notes to the parent company’s
income statement and balance sheet41
Proposal for the distribution of earnings46
Auditor’s report 47
Corporate governance statement48
Key figures52
Calculation of key figures53
Shares and shareholders54
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
Orders received increased 5.5% to EUR 199.3 (188.9) million. Net sales increased 2.3% equalling EUR 197.2 (192.8)
million. Net sales by Video and Broadband Solutions
increased, particularly in the access network products, as
well as in passives and house network products. Operating
profit reached the level of the comparative year totalling
EUR 11.1 (11.0) million. Operating profit includes a supplementary contract price of an acquisition resulting from
reversed provision of EUR 1.1 million entered under other
income. Taxes amounted to EUR 2.4 (2.5) million and the
tax rate was 21.7% (23.6%). Undiluted earnings per share
increased by 2.9% to EUR 0.48 (0.47). Cash flow from operations decreased by 7.4% to EUR 9.2 (10.0). This decrease
in cash flow was due to an increase in net working capital,
which was mainly brought about by an increase in trade
receivables.
BUSINESS AREAS
Video and Broadband Solutions
This business area focuses on broadband access networks,
video service platforms as well as video surveillance and
data management solutions. The most significant customer
base of the business area consists of cable operators and
public sector organisations. The business area’s main market is Europe, but it has operations in, among others, North
America and Asia.
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
The business area has 27 offices of its own and a number of retail and integration partners. Outside Europe, Video
and Broadband Solutions has subsidiaries and offices in the
United States, Australia, China, India, and in the United
Arab Emirates.
Year-on-year orders received improved by 11.4% standing at EUR 109.0 (97.8) million. Net sales grew by 5.1%
amounting to EUR 106.9 (101.7) million. Net sales were
boosted in particular by access network products as well as
passives and house network products. Operating profit
increased by 2.2% standing at EUR 9.7 (9.5) million, which
is 9.0% (9.3%) of net sales. The profit performance was particularly affected by the improved profitability in the IPTV
headend business as well as the increased sales in the integration and maintenance services. Operating profit includes
other income resulting from reversed provision of EUR 1.1
million, which relates to supplementary contract price of an
earlier acquisition. Product development expenses equalled
EUR 10.3 (10.0) million, in other words 9.6% (9.8%) of net
sales. Capitalized R&D expenses amounted to EUR 1.1
(1.4) million. Product development projects focused on network products complying with the Docsis 3.1 standard, network management system, distributed access architecture
and customer-specific projects. Depreciation on capitalized
R&D expenses amounted to EUR 1.2 (1.8) million.
Network Services
The clientele of Teleste’s Network Services business area
mainly consists of large European cable operators. The services provided by this business area include planning, new
construction, upgrading and maintenance of cable networks. Implementation and scope of the relevant services
vary by client ranging from standalone applications to integrated turnkey deliveries. Most deliveries are based on
frame agreements. The services also include Teleste’s own
product solutions. Our know-how in services covers all the
sectors related to the cable network technology from the
installation and maintenance of headends to upgrading of
house networks. Services are also provided through a network of subcontractors.
Orders received and net sales decreased by 0.9% to
EUR 90.3 (91.1) million. Net sales decreased in Germany,
where the number of low-profit project deliveries was
reduced. Net sales increased in Switzerland and Finland.
REPORT OF
THE BOARD OF DIRECTORS
GROUP
Operating profit decreased by 7.8% standing at EUR 1.5
(1.6) million, resulting in 1.6% (1.7%) operating margin.
Operating profit has improved substantially in Germany,
whereas investments in the expansion of our UK services
business burdened the full-year operating profit.
Investments
Investments by the Group in the period under review
totalled EUR 3.7 (6.3) million accounting for 1.9% (3.3%) of
net sales. Investments in the comparative period included
acquisition of Asheridge. Investments in product development equalled EUR 1.1 (1.4) million. Other investments
were made in information systems, machinery and equipment, as well as in saleable equity investments. Investments of EUR 0.3 (0.1) million were made under financial
lease arrangements.
Product development projects focused on network
products complying with the Docsis 3.1 standard, network
management system, distributed access architecture and
customer-specific projects.
Financing and Capital Structure
Operating cash flow stood at EUR 9.2 (10.0) million. This
decrease in the operating cash flow was mainly due to an
increase in trade receivables, not fully offset by the growth
of trade payables. At the end of the period under review,
the amount of unused binding credit facilities amounted to
EUR 17.0 (17.0) million. These credit limits are valid until
August 2015.
The Group’s equity ratio equalled 53.4% (52.7%) and
net gearing 9.5% (13.8%). On 31 December 2014, the
Group’s interest-bearing debt stood at EUR 24.4 (24.3) million.
Personnel and Organization
In the period under review, the average number of people
employed by the Group was 1,302 (1,306/2013,
1,326/2012); of these 560 (559) were employed by Video
and Broadband Solutions, and 741 (747) by Network Services. At the end of the review period, the Group employed
1,343 people (1,261/2013, 1,325/2012) of whom 72%
(71%/2013, 73%/2012) were stationed abroad. Approximately 3% of the Group’s employees were working outside
Europe.
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Personnel expenses increased from the previous year
by 4.5% to EUR 59.5 (56.9/2013 and 58.5/2012) million.
This growth in the personnel costs was due to the increase
in the number of employees abroad, performance-based
bonuses paid out in the second half of the year, as well as
the savings brought in by the lay-offs implemented in the
comparative period. From the beginning of the reporting
period, the number of employees increased by more than
80 people. This increase occurred mainly in Network Services, where the amount of subcontracting was reduced
and, on the other hand, investments in new business were
made in the UK.
In the first quarter of the year, personnel of the Operations unit in Finland were laid off for two weeks.
Environmental Factors
We at Teleste understand environmental protection as a
choice supporting our strategy and risk management, which
is in line with our economic and qualitative objectives.
Teleste has been awarded ISO 14001:2004 Environmental
Management System Certificate, which provides the basis
for our operational development in accordance with the
principles of continuous improvement.
The greatest environmental impact is brought about by
their consumption of energy when used, as well as their
space and cooling requirements. Teleste’s products consist
mainly of recyclable materials. Cable network equipment
and video surveillance systems are relatively long-lasting,
serviceable and upgradeable, so their useful lives can be
further extended.
Environmental effects as a result of Teleste’s operation
arise from generation of waste, energy consumption, material logistics and business travel. Environmental load during
development and manufacturing of software products and
equipment is relatively low. Our production is based on
assembly of printed circuit boards and electronic components by the Lean principles, so no significant emissions are
given rise to.
As to Teleste’s services business, the main source of
environmental pollution is the CO2 emissions produced by
installation and maintenance runs. To reduce its carbon
footprint, when it comes to the selection of new maintenance vehicles, Teleste pays attention to its C02 emissions,
as well as to the route optimization enabled by the fault
Annual Report
FINANCIAL STATEMENTS 2014 1
location feature of the new intelligent network solutions.
Moreover, installation and packaging materials are recycled
in cooperation with local operators.
Teleste wants to make sure that the used materials
come from ethically and environmentally responsible sources.
To improve our understanding of the legal trade in natural
resources and sustainable supply chains, we have joined a
3rd party service, which monitors the origins of raw materials used in standard components (Conflict minerals, 3TG).
Group Structure
Parent company Teleste has branch offices in Australia, the
Netherlands, and Denmark with subsidiaries in 14 countries
outside Finland. Teleste Management II Oy, founded in
December 2011, has been consolidated in the Teleste
Group figures on account of financial arrangements. Asheridge Group has been consolidated with the Group figures as
of 7 April 2013. Teleste Management Oy was merged with
the parent company on 28 February 2014.
Key Risks Faced By The Business Areas
Founded in 1954, Teleste is a technology and services company consisting of two business areas: Video and Broadband Solutions and Network Services. With Europe as the
main market area, our clients include European cable operators and specified organisations in the public sector.
As to Video and Broadband Solutions, client-specific
and integrated deliveries of solutions create favourable conditions for growth, even if the concerned resource allocation
and technical implementation pose a challenge involving,
therefore, also reasonable risks. Our customers’ network
investments vary based on the relevant need for upgrading
and their financial structure. Significant part of Teleste’s
competition comes from the USA so the exchange rate of
euro up against the US dollar affects our competitiveness.
The exchange rate development of the US dollar and the
Chinese renminbi to the euro affects our product costs.
The company hedges against short-term currency exposure by means of forward exchange contracts. The situation
in the European financial markets may slow down our customers’ investment plans. Furthermore, a weakening in the
consumer purchasing power in Europe could slow down the
network investments by the cable operators. Competition
increased by the new service providers (OTT) may undermine
the cable operators’ ability to invest. Availability of compo-
2 Teleste, enabling digital evolution
nents is subject to natural phenomena, such as floods and
earthquakes. Correct technological choices and their timing
are vital for our success. Regardless of careful planning and
quality assurance, complex products may fail in the customer’s network and lead to expensive repair obligations.
Net sales of Network Services comes, for the most
part, from a small number of large European customers, so
a significant change in the demand for our services by any
one of them is reflected in the actual deliveries and profitability. To ensure quality of services and cost-efficiency along
with efficient service process management, customer satisfaction and improvements in productivity require innovative
solutions in terms of processes, products and logistics.
Smooth operation of cable networks requires effective
technical management and functional hardware solutions in
accordance with contractual obligations. This, in turn,
demands continuous and determined development of skills
and competencies in Teleste’s own personnel as well as
those of our subcontractors. In addition, Teleste’s ability to
deliver and compete may be constrained by the adequacy
of our own personnel and our sub-contractor network
capacity. Tender calculation and management of larger projects with overall responsibility are complex and include
risks. Severe weather conditions may affect the supply conditions of our products and services.
Teleste’s strategy involves risks and uncertainties: new
business opportunities may fail to be identified or they cannot be acted upon successfully. It is important for our business areas to take into account any market developments
such as consolidations taking place among the clientele and
competition. Intensifying competition may decrease the
prices of products and solutions faster than we manage to
reduce our products’ manufacturing and delivery costs. Various information systems are critical to the development,
manufacturing and supply of products to our customers.
Maintenance of information systems and deployment of
new systems involve risks that may affect our ability to
deliver products and services. Information systems may
also be subject to external threats, from which we aim to
protect ourselves. Acquisition of skilled personnel and maintenance of their competence require encouragement, development and recruitment, which can fail.
The Board of Directors annually reviews any essential
risks related to the company operation and their management. Risk management is an integral part of the strategic
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
and operational activities of the business areas. Risks are
reported to the Board on a regular basis.
The company has covered any major risks of loss involving the business areas through insurance policies. Insurance
will also cover credit loss risks related to sales receivables.
In the period under review, no such legal proceedings or
judicial procedures were pending that would have had any
essential significance for the Group operation.
Decisions by the Annual General Meeting
The Annual General Meeting (AGM) of Teleste Corporation
held on 1 April 2014 confirmed the financial statements for
2013 and discharged the Board of Directors and the CEO
from liability for the financial period. The AGM confirmed the
dividend of EUR 0.19 per share proposed by the Board. The
dividend was paid out on 11 April 2014.
Ms. Marjo Miettinen, Mr. Pertti Ervi, Ms. Jannica Fagerholm, Mr. Esa Harju, Mr. Kai Telanne and Mr. Petteri Walldén
continue in Teleste’s Board of Directors. Ms. Marjo Miettinen was elected Chair of the Board in the organisational
meeting held immediately after the AGM.
Authorized Public Accountants KPMG Oy Ab continues
as the auditor until the next AGM. Mr. Esa Kailiala, accountant authorized by the Central Chamber of Commerce of Finland, was chosen auditor-in-charge.
On 1 April 2014, the Annual General Meeting decided
on the following authorizations of the Board of Directors:
• Purchases of own shares: maximum of 1,200,000
shares. This authorization is valid for 18 months from
the date of the decision.
• Issue of new shares: maximum of 4,000,000 shares,
valid for three years from the date of the decision.
• Disposal of own shares in possession: maximum of
1,800,000 shares, valid for three years from the date
of the decision.
• Based on the special rights granted by the Company,
the number of shares to subscribe may not exceed
2,500,000 shares; these special rights are included in
the maximum warrants concerning new shares and the
Group’s own shares mentioned above. This authorization will be valid for three years from the date of the
decision.
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
Shares and Changes in Share Capital
On 31 December 2014, EM Group Oy was the largest single shareholder with a holding of 23.2%.
In the period under review, the lowest company share
price was EUR 4.25 (3.78) and the highest was EUR 5.29
(4.47). Closing price on 31 December 2014 stood at EUR
5.27 (4.25). According to Euroclear Finland Ltd the number
of shareholders at the end of the period under review was
4,962 (5,087). Foreign ownership accounted for 5.0%
(5.1%). The value of shares traded on the Nasdaq Helsinki
on 1 January to 31 December 2014 was EUR 10.9 (9.2)
million. In the period under review, 2.3 (2.2) million Teleste
shares were traded on the stock exchange.
On 31 December 2014, the Group held 1,189,654
(1,189,654) of its own shares, of which the parent company Teleste Corporation had 647,654 shares while the
Group and controlled companies had 542,000 shares,
respectively. At the end of the period, the Group’s holding
of the total amount of shares amounted to 6.3% (6.3%).
The share subscription period for stock option rights
2007C began on 1 April 2012 and ended on 30 April 2014.
Stock option rights 2007C enabled subscription of 280,000
shares in total. Based on option rights 2007C, a total of
256,998 Teleste Corporation’s new shares were subscribed.
Those 2007C option rights that were not used before the
expiry of the subscription period are null and void.
In the period, no treasury shares were conveyed or
acquired.
On 31 December 2014, the registered share capital of
Teleste stood at EUR 6,966,932.80 divided in 18,985,588
shares.
Ownership by Management and Members
of the Governing Bodies on 31 Dec 2013
On the balance sheet date, CEO and the Members of the
Board owned 125,652 (111,079) Teleste Corporation
shares equalling to 0.66% (0.59%) of all shares and votes.
The President and CEO and the members of the Board had
no subscription rights based on stock options. On the balance sheet date, CEO together with other members of the
Management Group owned 11,627 (23,242) Teleste Corporation shares equalling to 0.06% (0.12%) of all shares and
votes.
On 31 December 2014, Teleste Management II Oy,
which is a company founded for management incentive
REPORT OF
THE BOARD OF DIRECTORS
GROUP
scheme, owned 542,000 (542,000) Teleste Corporation’s
shares. Of the Teleste Management II Oy shares, the CEO
owns 31.25% while the others have a holding of 68.75%,
respectively.
Teleste Corporation complies with the Corporate Governance Code, effective as of 1 October 2010 and issued
by the Securities Market Association for the Finnish listed
companies. The Corporate Governance Statement will be
issued separately from the Company’s Annual Report, and
it will be available on Teleste’s website under Investors.
Since 1 March 2000, Teleste complies with the insider
guidelines issued by the Board of Directors of the NASDAQ
OMX Helsinki Oy in their valid form at any given time.
Events after the End of the Review Period
Acquisition of Mitron
On 7 January 2015, Teleste announced that it had bought
the entire share capital of Mitron Group Oy Ltd. Mitron is a
Finnish provider of public transportation information systems and modern display solutions. Systems manufactured
by Mitron are used on trains and railway stations, subways,
airports and in urban traffic. Mitron runs its design and manufacturing operations in Forssa and Tampere with subsidiaries in Poland, Germany and Switzerland. More than 90 per
cent of the company’s net sales consist of exports. Mitron
strengthens Teleste’s position as a supplier of end-to-end
video security and information management solutions for
the rail segment.
This acquisition enables Teleste and Mitron to provide
the rail industry with a comprehensive solution for stations
and railway cars including a wireless data transmission
between these two. The solution supports wireless offload
from railway cars as well as real-time connectivity with live
video transmission between railway cars and stations, and
includes advanced passenger information and CCTV systems both on railway cars and at the station. For rail operators, the benefits of such an end-to-end solution include
improved safety of operations and passengers, rapid and
correct situation awareness, as well as better quality of
passenger services through e.g. live onboard entertainment.
new financing agreements replace the previous ones. The
new committed overdraft and revolving credit facilities are
valid until end of March 2018.
Outlook for 2015
The business objective of Video and Broadband Solutions is
to maintain its strong market position in Europe and to
strengthen this market position in selected new markets
outside Europe. Network capacity will continue to increase,
driven by the new broadband and video services provided
by the operators. Our new products in line with the Docsis
3.1 communication standard allow the cable operators to
increase their network capacity competitively. Price erosion
in the market continues. Changes in the value of the euro,
particularly against the US dollar and the Chinese renminbi,
affect Teleste’s competitiveness, on the one hand, and
product manufacturing costs, on the other. The positive
trend in the video surveillance and rail traffic data management market continues, but the public sector decisions concerning initiation of projects may be delayed by the current
economic situation. In addition to organic growth, we estimate the Mitron acquisition to increase our net sales by
more than EUR 22 million and its impact on our operating
profit to be positive.
As to Network Services, our business objective is to further develop our operational efficiency and increase the
share of those services that provide our customers with
higher value. In line with this objective, we will continue to
expand the new services business in the UK. We estimate
the demand for all-inclusive network services in our key target markets to continue at least at the previous year’s level.
We estimate that net sales and operating profit for
2015 will exceed the 2014 level.
Proposal for the Distribution of
Earnings
The parent company’s distributable equity as of 31 December 2013 stood at EUR 48,091,658.69.
As to the Annual General Meeting scheduled for 9 April
2015, the Board proposes that a dividend of EUR 0.20
(0.19) per share be paid for the outstanding shares for the
year 2014
New Financing Agreements
Teleste Corporation has signed new overdraft and revolving
credit facilities with a total value of EUR 45.0 million. These
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Teleste Corporation
Board of Directors Annual Report
Jukka Rinnevaara
CEO
FINANCIAL STATEMENTS 2014 3
STATEMENT OF COMPREHENSIVE INCOME
Note
1.1. - 31.12.2014
1.1. - 31.12.2013
Change %
Net sales
1
197,176
192,775
2.3%
Other operating income
Material and services
Employee benefits expense
Depreciation and amortisation
Other operating expenses
Operating profit
2
2,536
-97,561
-59,497
-4,211
-27,309
11,135
840
-94,456
-56,949
-4,628
-26,536
11,047
201.9%
3.3%
4.5%
-9.0%
2.9%
0.8%
Financial income
Financial expenses
Profit before taxes
6
7
225
-526
10,835
162
-548
10,660
39.5%
-4.0%
1.6%
Income tax expense
PROFIT FOR THE FINANCIAL PERIOD
8
-2,353
8,482
-2,513
8,147
-6.4%
4.1%
Attributable to:
Equity holders of the parent
9
8,482
8,147
4.1%
0.48
0.48
0.47
0.46
2.9%
4.0%
1,000 €
3
4
5
Earnings per share for profit of the year attributable to the
equity holders of the parent (expressed in € per share)
Basic
Diluted
4 Teleste, enabling digital evolution
Total comprehensive income for the period (tEUR)
Net profit
Items that may be reclassified to profit or loss:
Translation differences
Fair value reserve
Total comprehensive income for the period
8,482
8,147
4.1%
-465
-25
7,992
-559
16
7,604
-16.8%
n/a
5.1%
Attributable to:
Equity holders of the parent
7,992
7,604
5.1%
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
STATEMENT OF FINANCIAL POSITION
Note
31.12.2014
31.12.2013
Change %
Non-current assets
Property, plant and equipment
Goodwill
Other intangible assets
Available-for-sale investments
Deferred tax assets
10
11
11
12
13
9,627
33,121
3,891
701
1,698
49,037
10,499
33,252
4,448
294
2,002
50,494
-8.3%
-0.4%
-12.5%
138.3%
-15.2%
-2.9%
Current assets
Inventories
Trade and other receivables
Tax receivables
Cash and cash equivalents
14
15
15
16
20,483
44,694
582
17,672
83,430
19,762
38,537
307
15,229
73,835
3.6%
16.0%
89.5%
16.0%
13.0%
132,467
124,329
6.5%
17
17
6,967
1,504
-339
3,923
58,139
70,195
487
70,682
6,967
1,504
126
3,451
53,079
65,127
425
65,552
0.0%
0.0%
n/a
13.7%
9.5%
7.8%
14.6%
7.8%
18
595
31
1,327
1,238
3,192
470
2,414
1,293
634
4,810
26.6%
-98.7%
2.7%
95.4%
-33.6%
33,536
793
480
23,784
58,593
28,130
1,206
832
23,799
53,967
19.2%
-34.2%
-42.3%
-0.1%
8.6%
61,785
132,467
58,777
124,329
5.1%
6.5%
1,000 €
ASSETS
Total assets
EQUITY AND LIABILITIES
Equity attributable to equity holders of the parent
Share capital
Share premium
Translation differences
Fair value reserve and other reserves
Retained earnings
Equity holders of the parent company
Non-controlling interest
Total Equity
Non-current liabilities
Interest-bearing liabilities
Other liabilities
Deferred tax liabilities
Provisions
13
19
Current liabilities
Trade and other payables
Current tax payable
Provisions
Interest-bearing liabilities
20
21
19
18
Total liabilities
Total equity and liabilities
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
FINANCIAL STATEMENTS 2014 5
consolidated cash flow statement
1.1.–31.12.2014
1.1.–31.12.2013
8,482
8,147
4,211
542
-225
-2
2,353
4,711
548
-162
-2
2,513
-6,157
-721
3,510
252
-526
225
-2,717
9,227
1,113
600
-3,660
-41
-565
162
-3,402
9,961
Cash flows from investing activities
A conditional supplementary contract price for prior subsidiary acquisition
Purchases of property, plant and equipment (PPE)
Proceeds from sales of PPE
Purchases of intangible assets
0
-1,782
64
-1,077
-2,585
-1,180
0
-1,442
Purchases of available-for-sale investments
Acquisition of subsidiary, net of cash acquired
Net cash used in investing activities
-407
0
-3,202
0
-965
-6,172
Cash flows from financing activities
Proceeds from borrowings
Repayments of borrowings
Payment of finance lease liabilities
Dividends paid
Proceeds from issuance of ordinary shares
Net cash used in financing activities
1,000
-888
-367
-3,360
497
-3,118
5,000
-3,809
-369
-2,962
270
-1,870
15,229
-465
17,672
13,880
-571
15,229
1,000 €
Note
Cash flows from operating activities
Profit for the period
Adjustments for:
Non-cash transactions
Interest and other financial expenses
Interest income
Dividend income
Income tax expense
Changes in working capital and provisions
Increase/decrease in trade and other receivables
Increase/decrease in inventories
Increase/decrease in trade and other payables
Increase/decrease in provisions
Paid interests and other financial expenses
Received interests and dividends
Paid taxes
Net cash from operating activities
23
Change in cash
Cash and cash equivalents at 1 January
Effect of currency changes
Cash and cash equivalents at 31 December
6 Teleste, enabling digital evolution
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
CONSOLIDATED STATEMENT OF CHANGES IN EQUITY
1,000 €
At 1 January 2013
Total comprehensive income for the period
Total recognised income and expense for
the year
Dividends
Changes in non-controlling interest
Excercised share options
Equity-settled share-based payments
At 31 December 2013
Total comprehensive income for the period
Total recognised income and expense for
the year
Dividends
Changes in non-controlling interest
Excercised share options
Share
premium
1,504
Translation
differences
685
-559
Retained
earnings
48,007
8,147
0
0
-559
8,147
-3,119
43
0
0
6,967
0
1,504
0
126
-465
-3,076
53,079
8,482
0
0
-465
8,482
-3,462
40
0
6,967
At 31 December 2014
REPORT OF
THE BOARD OF DIRECTORS
Share
capital
6,967
GROUP
PARENT COMPANY
0
1,504
Corporate
governance
0
-339
-3,422
58,139
SHARES AND SHAREHOLDERS
Attributable to equity holders of the parent
Invested
non-restricted
Other
Non-controlling
equity
reserves
Total
interest
2,737
-22
59,878
678
16
7,604
0
0
0
270
450
720
3,457
16
0
-6
-25
-25
0
497
497
3,954
Annual Report
0
-31
7,604
-3,119
43
270
450
-2,356
65,127
7,992
7,992
-3,462
40
497
-2,925
70,194
0
157
-43
-367
-253
425
102
-40
62
487
Total equity
60,557
7,604
7,604
-2,962
0
270
83
-2,609
65,552
7,992
7,992
-3,360
0
497
-2,863
70,682
FINANCIAL STATEMENTS 2014 7
Accounting principles
Company profile
Teleste Corporation (the”Company”) is a Finnish public limited liability company organised under the laws of Finland
and domiciled in Turku in Finland. Its registered address is
Telestenkatu 1, 20660 Littoinen.
Founded in 1954 Teleste is a technology company running its two business units Video and Broadband Solutions
and Network Services; in both fields, we are among the
global leaders. Video is at the core of our business activities, with a focus on the processing, transmission and management of video and data for operators and public authorities who provide multiple video-related information, entertainment and security services to end-users. Video and
Broadband Solutions business segment has the emphasis
on product solutions for broadband access networks, video
service platforms and video surveillance applications. Network Services segment deliver comprehensive network service solutions including new construction, rebuilding,
upgrading, planning and maintenance services of cable networks. The parent company of Teleste Group, Teleste Corporation, has operations in Australia, China, Denmark, the
Netherlands and a subsidiary in fourteen countries outside
Finland. Teleste Corporation has been listed on the Helsinki
Stock Exchange since 1999.
A copy of the consolidated financial statements can be
obtained either from Teleste’s website www.teleste.com or
from the parent company’s head office, the address of
which is mentioned above.
Statement of compliance
These financial statements have been prepared in accordance with International Financial Reporting Standards
(IFRSs) in force as at 31 December 2014. International
financial reporting standards, referred to in the Finnish
Accounting Act and in ordinances issued based on the provisions of this Act, refer to the standards and their interpretations adopted in accordance with the procedure laid down
in regulation (EC) No 1606/2002 of the EU. The notes to
the consolidated financial statements also include addi-
8 Teleste, enabling digital evolution
tional information in accordance with the Finnish accounting and company legislation.
The Group has applied as from 1 January 2014 the following new and amended standards that have come into
effect. These had no significant impact on the consolidated
financial statements for the financial year 2014.
• IFRS 10 Consolidated Financial Statements and subsequent amendments (in the EU effective for financial
years beginning on or after 1 January 2014): IFRS 10
builds on existing principles by identifying the concept
of control as the determining factor when deciding
whether an entity should be incorporated within the
consolidated financial statements. The standard also
provides additional guidance to assist in the determination of control where this is difficult to assess. The
new standard is not assessed to have a material
impact on Teleste’s consolidated financial statements.
• IFRS 11 Joint Arrangements and subsequent amendments (in the EU effective for financial years beginning
on or after 1 January 2014): In the accounting of joint
arrangements IFRS 11 focuses on the rights and obligations of the arrangement rather than its legal form.
There are two types of joint arrangements: joint operations and joint ventures. In future jointly controlled
entities are to be accounted for using only one
method, equity method, and the other alternative,
proportional consolidation is no longer allowed. The
new standard is not assessed to have a material
impact on Teleste’s consolidated financial statements.
• IFRS 12 Disclosures of Interests in Other Entities and
subsequent amendments (in the EU effective for financial years beginning on or after 1 January 2014): IFRS
12 includes the disclosure requirements for all forms of
interests in other entities, including associates, joint
arrangements, structured entities and other off-balance sheet vehicles. The new standard will expand the
notes the Group provides for its interests in other
entities. The new standard is not assessed to have a
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
•
•
•
•
•
material impact on Teleste’s consolidated financial
statements.
IAS 27 Separate Financial Statements (revised 2011)
and subsequent amendments (in the EU effective for
financial years beginning on or after 1 January 2014):
The revised standard includes the provisions on separate IFRS financial statements that were left after the
control provisions were included in the new IFRS 10.
The revised standard will not have an impact on Teleste’s consolidated financial statements.
IAS 28 Investments in Associates and Joint Ventures
(revised 2011) (in the EU effective for financial years
beginning on or after 1 January 2014): Following the
issue of IFRS 11 the revised IAS 28 includes the
requirements for joint ventures, as well as associates,
to be equity accounted. The revised standard is not
assessed to have a significant impact on Teleste’s
consolidated financial statements.
Amendments to IAS 32 Financial Instruments: Presentation (effective for financial years beginning on or
after 1 January 2014): The amendments provide clarifications on the application of presentation requirements for offsetting financial assets and financial liabilities on the statement of financial position and give
more related application guidance. The amendments
are not assessed to have a significant impact on Teleste’s consolidated financial statements.
Amendments to IAS 36 Impairment of Assets (effective for financial years beginning on or after 1 January
2014): The objective of the amendments is to clarify
that the scope of the disclosures of information about
the recoverable amount of assets, where that amount
is based on fair value less costs of disposal, is limited
to impaired assets. The amended standard is not
assessed to have a significant impact on Teleste’s
consolidated financial statements.
Amendments to IAS 39 Financial Instruments: Recognition and Measurement (effective for financial years
beginning on or after 1 January 2014): The amend-
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
ments made to IAS 39 provide an exception to the
requirement to discontinue hedge accounting in certain
circumstances where a derivative, which has been
designated as a hedging instrument, is novated from
one counterparty to a central counterparty as a consequence of laws or regulations. The amendments are
not assessed to have an impact on Teleste’s consolidated financial statements.
• IFRIC 21 Levies (effective for financial years beginning
on or after 1 January 2014; in the EU to be applied at
the latest, as from the commencement date of its first
financial year starting on or after 17 June 2014): The
interpretation clarifies the accounting treatment of
levies. A liability for a levy is recognised when the
activity that triggers payment, as identified by the
relevant legislation, occurs. The interpretation is applicable to all levies other than income taxes, fines, penalties and outflows that are in scope of other standards.
The interpretation had no significant impact on Teleste’s consolidated financial statements.
Basis of preparation
The consolidated financial statements are presented in
thousands of euro (TEUR) and have been prepared under
the historical cost convention, unless otherwise stated in
the accounting principles.
Use of estimates
The preparation of financial statements in conformity with
IFRSs requires management to make estimates and
assumptions that affect the contents of the financial statements as well as use judgement when applying accounting
principles. The estimates and assumptions are based on the
management’s current best knowledge reflecting historical
experience and other reasonable assumptions. Actual
results may differ from these estimates. Accounting estimates mainly relate to goodwill, obsolete inventories, credit
losses and warranty provisions. The chapter “Accounting
policies requiring management’s judgement and key sources
REPORT OF
THE BOARD OF DIRECTORS
GROUP
of estimation uncertainty” discusses judgements made by
management and those financial statement items on which
judgements have a significant effect.
Subsidiaries
The consolidated financial statements include the accounts
of the parent company Teleste Corporation and all those subsidiaries in which it holds, directly or indirectly, over 50 per
cent of the voting rights or in which it otherwise has control.
Control exists when the Group has the power to govern the
financial and operating policies of an entity so as to obtain
benefits from its activities. The companies acquired during
the financial periods presented have been consolidated from
the date of acquisition, when control commenced. The companies disposed during a financial period are included in the
consolidated financial statements up to the date of disposal.
Associates
Associates included in the consolidated financial statements are those entities in which Teleste Group holds voting rights over 20 per cent or in which it otherwise has significant influence, but not control, over the financial and
operating policies. Holdings in associates are accounted for
using the equity method from the date that significant influence commences until the date that significant influence
ceases. The Group’s proportionate share of associates’ net
income for the financial year is presented as a separate line
item in the consolidated income statement. The unrealised
profits between the Group and associates are eliminated in
proportion to share ownership. The carrying amount of an
investment in an associate includes the carrying amount of
goodwill resulted from its acquisition. When Teleste’s share
in an associate’s losses exceeds its interest in the associate, the Group’s carrying amount is reduced to nil and recognition of further losses is discontinued except to the
extent that the Group has incurred obligations in respect of
the associate or made payments on behalf of the associate. At the end of the reporting period the Group had no
investments in associates.
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Joint ventures
Joint ventures are those entities over whose activities the
Group has joint control, established by contractual agreement. The consolidated financial statements include the
Group’s proportionate share of the joint ventures’ assets,
liabilities, revenue and expenses on a line by line basis, from
the date that joint control commences until the date that
joint control ceases. At the end of the reporting period the
Group had no interests in joint ventures.
Principles of consolidation
Acquisitions of companies are accounted for by using the
purchase method. All intercompany income and expenses,
receivables, liabilities and unrealised profits arising from
intercompany transactions, as well as distribution of profits
within the Group are eliminated as part of the consolidation
process. The allocation of the profit for the period attributable to equity holders of the parent company and non-controlling interest is presented on the face of the income
statement and the non-controlling interest is also disclosed
in the statement of comprehensive income. Non-controlling
interests are disclosed separately under consolidated total
equity.
Financial statements of foreign
subsidiaries
The functional currency of the parent company is euro and
the consolidated financial statements are presented in
euro. The functional currency is the currency that best
reflects the economic substance of the underlying events
and circumstances relevant to that entity. In preparing the
consolidated financial statements income statements and
cash flows of those foreign subsidiaries whose functional
and presentation currency are not the euro, are translated
into euro at the average exchange rate during the financial
period. Their balance sheets are translated at the closing
rate at the balance sheet date.
All translation differences arising from consolidation of
foreign shareholdings are recognised as a separate item in
Annual Report
FINANCIAL STATEMENTS 2014 9
the comprehensive income. If an interest in a foreign entity
is disposed of all, or part of, that entity, related cumulative
translation differences deferred in equity are recognised in
the income statement as part of the gain or loss on sale.
Foreign currency transactions
Transactions in foreign currencies are translated at the rates
of exchange prevailing on the dates of the transactions. At
the end of the accounting period, foreign currency monetary
balances are translated at the closing rate at the balance
sheet date. Non-monetary items stated at fair value in a
foreign currency are translated at foreign exchange rates
ruling at the dates the fair value was determined. Other
non-monetary items are translated using the exchange rate
at the date of the transaction. Gains and losses resulting
from transactions in foreign currencies and translation of
monetary items are recognised in the income statement.
Foreign exchange gains and losses on trade receivables and
payables are adjusted to revenues and operating expenses,
respectively. Other foreign exchange gains and losses are
presented as financial income and expenses.
Property, plant and equipment
Items of property, plant and equipment are stated at historical cost less cumulative depreciation and any impairment losses. Where parts of an item of property, plant and
equipment have different useful lives, they are accounted
for as separate items of property, plant and equipment.
Interest costs which are directly attributable to the acquisition, construction or manufacturing of an asset that meets
the determined criteria, in which case they are capitalized as
part of the cost of that asset. Ordinary maintenance, repairs
and renewals are expensed during the financial period in
which they are incurred. In Teleste there are no such significant inspection or maintenance costs that should be capitalised. The Group recognises in the carrying amount of an
item of property, plant and equipment the subsequent
costs when that cost is incurred if it is probable that future
economic benefits in excess of the originally assessed
standard of performance of the existing asset will flow to
the Group and the cost of the item can be measured reliably. Such renewals and repairs are depreciated on a systematic basis over the remaining useful life of the related asset.
Gains and losses on sales and disposals are calculated as a
10 Teleste, enabling digital evolution
difference between the received proceeds and the carrying
amount and are included in other operating income and
expenses, respectively.
Depreciation is charged to the income statement on a
straight-line basis over the estimated useful lives of each
part of an item of property, plant and equipment. Expected
useful lives and residual values of non-current assets are
reassessed at each balance sheet date and where they differ
from previous estimates, depreciation periods are changed
accordingly. The estimated useful lives are as follows:
• Buildings25–33 years
• Machinery and equipment
3–5 years
• Computers0–3 years
• Software3 years
• Land is not depreciated.
Leases
Group as lessor
Those leases under which Teleste is a lessor are classified
as operating leases. Leased assets are presented in the
lessor’s balance sheet under property, plant and equipment
according to the nature of the asset. They are depreciated
over their estimated useful lives in accordance with the
depreciation policy used for comparable assets in own use.
Lease income is recognised in the income statement on a
straight-line basis over the lease term.
Intangible assets
An intangible asset is recognised only when it is probable
that future economic benefits that are attributable to the
asset will flow to the Group and if the cost of the asset can
be measured reliably. All other expenditure is expensed as
incurred.
Group as lessee
Goodwill
Leases of property, plant and equipment where substantially all the risks and rewards incidental to ownership have
been transferred to the Group are classified as finance
leases. These assets are capitalised and are stated at an
amount equal to the lower of their fair value and the present value of the minimum lease payments at inception of
the lease less cumulative depreciation and any impairment
losses. The associated lease liabilities are included in interest-bearing liabilities in accordance with their maturity.
These assets acquired under finance leases are depreciated as comparable owned assets over the shorter of the
useful lives disclosed above for property, plant and equipment or lease period and are adjusted for impairment
charges, if any. Lease payments are apportioned between
the reduction of the outstanding lease liability and finance
charge. In respect of finance leases, the depreciation on the
leased assets and the financial charge on the lease liability
are shown in the income statement. The financial charge is
allocated to the income statement so as to achieve a constant interest rate on the outstanding liability during the
lease term.
An operating lease is a lease of property, plant and
equipment where the lessor retains significant risks and
rewards incidental to ownership. Payments made thereunder are charged to the income statement as rental expense
on a straight-line basis over the lease term.
Goodwill represents the Group’s share of difference
between the cost of the acquisition and the fair value measured at the acquisition date of the net identifiable assets,
liabilities and contingent liabilities acquired. The difference is
first allocated, where applicable, to the underlying assets.
The rest of the excess is presented as goodwill as a separate item in the consolidated balance sheet. Goodwill has
been allocated to segments and in respect of associates,
the carrying amount of goodwill is included in the carrying
amount of the investment in the associate. Goodwill is
stated at cost less any cumulative impairment losses. Goodwill (together with other intangible assets with indefinite
lives) is not amortised but is tested annually for impairment.
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
Research and development costs
Research and development costs are expensed as they are
incurred, except for certain development costs, which are
capitalised when certain criteria are met. Significant future
product platforms for which the potential demand and
future cash flows can be estimated with sufficient degree
of accuracy have been capitalised as intangible assets.
Amortisation of such capitalised development projects is
commenced after the completion of the subprojects related
to the product platform concerned. They are amortised on a
systematic basis over their expected useful life, which is
three years.
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Annual Report
Other intangible assets
Other intangible assets of the Group mainly consist of connection fees and these are not amortised.
Those intangible assets which have estimated useful
lives are depreciated on a straight-line basis over their
known or estimated useful lives.
The estimated useful lives are as follows:
• Customer relationships 2–4 years
• Trademarks 5–10 years
• Technology 3–5 years
Non-current assets held for sale and
discontinued operations
A non-current asset (or disposal group) is classified as held
for sale when its carrying amount will be recovered principally through a sale transaction rather than through continuing use. It is measured at the lower of carrying amount
and fair value less costs to sell. Such assets and associated
liabilities are presented separately in the balance sheet.
Assets held for sale are not depreciated (or amortised) after
the classification as held for sale.
A discontinued operation is a component of the Group’s
business that represents a separate major line of business
or a geographical area of operations or is a subsidiary
acquired exclusively with a view to resale. The result of discontinued operations is presented separately on the face of
the consolidated income statement.
Impairment
The carrying amounts of assets are assessed for potential
impairment at each balance sheet date and whenever there
is any indication that an asset may be impaired. For the
purposes of assessing impairment, assets are grouped at
the cash generating unit level, which is the lowest level for
which there are separately identifiable, mainly independent,
cash inflows and outflows. Goodwill, unfinished intangible
assets and intangible assets with indefinite useful lives, if
any, are in all cases tested annually. All goodwill items of
the Group have been allocated to segments. If there is an
indication of an impairment, the Group estimates the recoverable amount of the asset or cash generating unit. When
the recoverable amount of the asset or cash generating
unit is lower than the carrying amount, the difference is
immediately recognised as an impairment loss in the income
REPORT OF
THE BOARD OF DIRECTORS
GROUP
statement. If the impairment loss is to be allocated for a
cash-generating unit, it is allocated first by writing down
any goodwill and then on pro rata basis to other assets of
the unit.
The recoverable amount is the higher of an asset’s or
cash generating unit’s fair value less costs to sell or value in
use. Teleste has applied value in use in its calculations in
which case the estimated future net cash flows expected
to be derived from the asset or cash generating unit are
discounted to their present value. Expenditures to improve
assets’ performance, investments or future restructurings
are excluded from the cash flow estimates.
An impairment loss relating to property, plant and
equipment and other intangible assets excluding goodwill is
reversed if there is an indication that the impairment loss
may no longer exist and there has been a positive change in
the estimates used to determine the recoverable amount
of an asset or cash generating unit. An impairment loss is
only reversed to the extent that the asset’s carrying amount
does not exceed the carrying amount that would have been
determined, net of depreciation or amortisation, had no
impairment loss been recognised for the asset in prior
years. However, an impairment loss in respect of goodwill is
never reversed.
Inventories
Inventories are stated at the lower of cost or net realisable
value. Cost is assigned by using the first-in, first-out (FIFO)
method. Net realisable value is the estimated selling price in
the ordinary course of business, less the estimated costs of
completion and the estimated costs necessary to make the
sale. The cost of inventories comprises all direct costs
incurred in acquiring the inventories and bringing them to
their existing location and condition. In the case of manufactured inventories and work in progress, cost includes an
appropriate share of overheads based on normal operating
capacity.
Financial assets and liabilities
In Teleste hedge accounting as defined under IAS 39 is
applied only for interest swap contracts for specific loans
Financial assets are classified into categories as follows: financial assets at fair value through profit or loss,
held-to-maturity assets, loans or receivables (assets) and
PARENT COMPANY
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SHARES AND SHAREHOLDERS
available-for-sale assets. Financial assets are classified
when initially acquired based on their purpose of use. In the
case of a financial asset not measured at fair value through
profit or loss, transaction costs are included in the acquisition cost. Fair value is the amount for which an asset could
be exchanged, or a liability settled, between knowledgeable, willing parties in an arm’s length transaction. All purchases or sales of financial assets are recognised or
derecognised using trade date accounting.
A financial asset is derecognised when the Group has
lost its contractual rights to the cash flows from the financial asset or when it has transferred substantially all the
significant risks and rewards of ownership of the financial
asset to an external party.
Financial assets at fair value through profit or loss
Financial assets at fair value through profit or loss are either
classified as held for trading, or they are designated by the
Group as at fair value through profit or loss upon initial recognition. A financial asset is classified as held for trading if
it is acquired or incurred principally for the purpose of shortterm profittaking from changes in market prices or it is a
derivative that does not qualify for hedge accounting.
Financial assets and liabilities at fair value through profit or
loss are recognised on the balance sheet using trade date
accounting. They are measured at their fair values, which is
the bid price at the balance sheet date based on published
price quotations in an active market. Both financial assets
held for trading and other financial assets maturing in 12
months after the balance sheet date are included in the current assets. A gain or loss arising from a change in the fair
value, realised or unrealised, is recognised in the income
statement as incurred.
Derivatives and hedge accounting
Derivatives, including embedded derivatives, are included in
the financial assets at fair value through profit or loss. They
are recognised on the balance sheet at cost, equivalent to
the fair value, and are subsequently fair valued at each balance sheet date. The Group uses forward exchange agreements and the Group’s hedging policy is to cover all material
currency risks at least six months ahead. Hedge accounting
is applied for interest swap contracts hedging the interest
risk for specific loans. Changes in fair value of instruments
Annual Report
FINANCIAL STATEMENTS 2014 11
designated as hedging instruments are recognised in profit
or loss. Gains and losses arising from changes in fair value
are included in operating profit unless the hedged item
relates to financing when fair value changes are recognised
in financial income or expenses. Fair values are determined
utilising public price quotations and rates as well as generally used valuation models. The data and assumptions used
in the valuation model are based on verifiable market prices.
Derivatives that mature within 12 months after the balance
sheet date are included in current assets or liabilities. Derivatives are not used for speculative purposes. Changes in
the fair values of derivative instruments, for which hedge
accounting is applied and which are effective hedging instruments, are recognised in profit or loss in congruence with
the hedged items.
On initial designation of the hedge, the Group documents the relationship between the hedged item and hedging instrument, and the risk management objectives and
strategy in undertaking the hedge transaction. The Group
documents and assesses both at the inception of the
hedge relationship and at least at each reporting date, the
effectiveness of the hedging relationship by monitoring the
ability of the hedging instrument to offset the changes in
the fair value or cash flows of the respective hedged item.
The interest element of interest rate swaps used to hedge
variable rate loans is recognised in profit or loss within
financial items and the change in the fair value of the hedging instrument is recognised in equity.
Available-for-sale assets
This category comprises those non-derivative financial
assets that are designated as available for sale or are not
classified into other categories. In Teleste available-for-sale
investments consist of holdings in listed and unlisted companies and they are normally measured at their fair value.
Investments in listed companies are measured at the bid
price at the balance sheet date based on published price
quotations in an active market. Such unlisted shares whose
fair value cannot be reliably determined, are measured at
cost. Unrealised changes in value of available-for-sale
investments, net of tax, are recognised in the comprehensive income and in equity in fair value reserve. Cumulative
fair value changes are released to the income statement
when the investment is sold or disposed of. Such significant
12 Teleste, enabling digital evolution
impairment losses for which there is objective evidence, are
recognised in the income statement immediately. Normally
available-for-sale investments are included in non-current
assets unless the Group has the intention to hold them for
less than 12 months after the balance sheet date.
their probable value at the highest. An impairment loss is
recorded when there is objective evidence that the Group
will not be able to collect all amounts due according to the
original terms of the receivables. Bad debts recognised in
the income statement are included in other operating
expenses.
Loans and receivables
Financial assets that belong to this category meet the following criteria: they are non-derivative financial assets with
fixed or determinable payments that are not quoted in an
active market. The Group does not hold them for trading
purposes either. Loans and receivables arise when money,
goods or services are delivered to a debtor. They are
included in current or non-current assets in accordance with
their maturity. Loans granted by the Group are measured at
cost. An impairment loss is recognised on loan receivables
if their carrying amount exceeds their recoverable amount.
Held-to-maturity investments
Held-to-maturity investments are non-derivative financial
assets with fixed or determinable payments and fixed
maturity that the Group has the positive intent and ability
to hold to maturity. They are stated at amortised cost less
impairment losses and presented within non-current assets.
At the end of the reporting period the Group had no assets
classified as held-to-maturity investments.
Financial liabilities
Financial liabilities are classified either as financial liabilities
at fair value through profit or loss or as other liabilities.
Teleste only has liabilities classified to the latter category.
On initial recognition a loan is measured at its fair value that
is based on the consideration received. Subsequent to initial recognition, these liabilities are stated at amortised cost
calculated using the effective interest method. Interest
expenses are recognised in the income statement over the
term of the loan using the effective interest method.
Trade receivables
Trade receivables are recognised at the original invoice
amount to customers and stated at their cost less impairment losses, if any. The amount of doubtful receivables and
assessment of a potential impairment is based on risk of
individual receivables. Trade receivables are measured at
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
Cash and cash equivalents
Cash and cash equivalents comprises cash balances, call
deposits and other short-term highly liquid investments
with original maturities of three months or less from the
date of acquisition. Bank overdrafts, if any, are included
within current liabilities.
Treasury shares
Teleste Corporation’s own shares acquired by the Group,
including directly attributable costs, are presented as a
deduction from total equity in the consolidated financial
statements. Purchases or subsequent sales of treasury
shares are presented as changes in equity.
Dividends
The dividend proposed by the Board of Directors is not recognised until approved by a general meeting of shareholders.
Provisions
A provision is recognised in the balance sheet when the
Group has a present legal or constructive obligation as a
result of a past event, a reliable estimate can be made of
the amount of the obligation and it is probable that an outflow of economic benefits will be required to settle the obligation. The amount recognised as a provision is the best
estimate of the expenditure required to settle the present
obligation at the balance sheet date. If the effect of the
time value of money on the amount of a provision is material, a provision is discounted. Provisions can arise from warranties, onerous contracts and restructurings. A warranty
provision is recognised when the underlying products are
sold. The provision is based on historical warranty data and
an estimate. A provision for non-cancellable purchase commitments of the Group is recognised, if these commitments
result in inventory in excess of forecasted requirements. A
provision for onerous contracts is recognised when the
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Annual Report
expected benefits to be derived by the Group from a contract are lower than the unavoidable cost of meeting its
obligations under the contract. A reimbursement from a
third party related to a provision is recognised as a receivable only when the reimbursement is virtually certain.
A provision for restructuring is recognised when the
Group has a detailed and formal restructuring plan, and the
restructuring has either commenced or has been announced
publicly to those it concerns. The plan identifies at least the
following: the business concerned, the principal locations
affected, the location, function, and approximate number of
employees who will be compensated for terminating their
services, the expenditures that will be undertaken and
when the plan will be implemented. Future operating costs
are not provided for.
Revenue recognition and net sales
Revenue from the sale of goods is recognised in the income
statement when all significant risks and rewards of ownership have been transferred to the buyer, which normally
takes place when a commodity is delivered. Revenue from
services is recognised when the service has been performed.
Revenue from construction contracts is recognised
either on a percentage-of-completion basis, using units of
delivery (based on predetermined milestones) or by applying the cost-to-cost method of accounting as the measurement basis. Estimated contract profits are recognised in
earnings in proportion to recorded sales, when a certain
predetermined milestone has been achieved. In the cost-tocost method, revenue and profits are recognised after considering the ratio of cumulative costs incurred to estimated
total costs to complete each contract (the stage of completion). Recognition of profit requires the outcome of a construction contract be estimated reliably. If this is not the
case, revenue is recognised only to the extent of contract
costs incurred that it is probable will be recoverable; and
contract costs are expensed in the period in which they are
incurred. In the event that the Group can be held as the
main contractor of a construction contract, various product
expenses including raw materials and labour costs will be
accounted for in the calculation of the stage of completion.
Possible changes in the expected total expenses of a con-
REPORT OF
THE BOARD OF DIRECTORS
GROUP
struction contract are expensed as incurred. The expected
loss is charged to the income statement immediately.
Costs related to a construction contract for which revenue is not yet recognised are included in inventories under
unfinished construction contracts. If costs incurred together
with recognised profits exceed the amount billed, the difference is included in the balance sheet item “trade and other
receivables”. When costs incurred together with recognised
profits are lower than the amount billed, the difference is
shown under “trade and other payables”.
Net sales include revenue from services rendered and
goods sold, adjusted for discounts granted, sales-related
taxes and effects of the translation differences.
Other operating income
Other operating income comprises income not generated
from primary activities, such as rental income and gains
from disposal of assets.
Government grants
Government grants that compensate the Group for
expenses incurred are recognised as revenue in the income
statement on a systematic basis in the same periods in
which the expenses are incurred. Grants that compensate
the Group for the cost of an asset are recognised by deducting the grant from the carrying amount of the asset.
Employee benefits
Pension arrangements
Pension plans are classified as either defined contribution
plans or defined benefit plans. The plans the Group has currently are classified as defined contribution plans. Contributions to defined contribution pension plans are recognised
as an expense in the income statement in the year to which
they relate. The statutory pension plans of Finnish subsidiaries in the Group are funded through pension insurance.
Subsidiaries outside Finland have various pension schemes
in accordance with local requirements and practices.
Share-based payments
The granted share options are measured at their fair values
using the Black-Scholes option pricing model at the grant
date and are recognised as an employee expense during
the vesting period with a corresponding increase in equity.
PARENT COMPANY
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SHARES AND SHAREHOLDERS
When the options are exercised, the proceeds received, net
of any transactions costs, are credited to share capital
(nominal value) and the share premium reserve.
Operating profit
Operating profit is not defined under IAS 1 Presentation of
Financial Statements. In Teleste it is defined as a net
amount that is comprised of the following items:
Net sales
+other operating income
- raw material and consumables used adjusted for changes
in inventories of finished goods and work in progress
- employee benefits expense
- depreciation and amortisation expense and impairment losses
- other operating expense
= operating profit / loss
All other items not mentioned above are presented under
the operating profit. Translation differences relating to sales
and purchases are treated as adjustments to these items.
All other translation differences are included in financial
income and expenses.
Borrowing costs
Borrowing costs are generally expensed in the period in
which they are incurred, except if they are directly attributable to the construction of an asset that meets the determined criteria, in which case they are capitalized as part of
the cost of that asset. These criteria are that the borrowing
costs incurred for the construction of a major investment.
However, incremental transaction costs directly related to
acquiring a loan are included in the initial cost and are amortised as an interest expense using the effective interest
rate method. The Group had no such capitalised transaction
costs in its balance sheet at the end of the reporting period.
Interest and dividend income
Interest income is recognised using the effective interest
method. Dividend income is recognised when the right to
the dividend has established.
Annual Report
FINANCIAL STATEMENTS 2014 13
Income taxes
The income taxes in the consolidated income statement
consist of current tax and the change in the deferred tax
assets and liabilities. Current tax includes taxes of the
Group companies calculated on the taxable profit for the
period determined in accordance with local tax rules, as well
as the tax adjustments related to previous years. Deferred
tax relating to items charged or credited directly to comprehensive income is itself charged or credited directly to comprehensisive income and equity.
Deferred tax assets and liabilities are provided in the
consolidated financial statements using the balance sheet
liability method, providing for all temporary differences
between the carrying amounts of assets and liabilities for
financial reporting purposes and the amounts used for taxation purposes. The main temporary differences arise from
the treatment of development costs, the depreciation difference on property, plant and equipment and effects of
consolidation and eliminations. Deferred taxes are not provided for impairment of goodwill, which is not deductible for
tax purposes, nor for undistributed profits of subsidiaries to
the extent that is it probable that the temporary difference
will not reverse in the foreseeable future. Deferred tax liabilities are recognised at their full amounts in the balance
sheet, and deferred tax assets are recognised at estimated
realisable amounts. The enacted or substantially enacted
tax rate at the balance sheet date is used as the tax rate.
Accounting policies requiring
management’s judgement and key
sources of estimation uncertainty
Management’s estimates regarding obsolete inventories,
bad debts and warranties are based on approved financial
models and case-specific judgments. Both historical experience and management’s current view on the market situation have been employed when using the financial models.
Management has used the best information available during the process of preparing the financial statements when
making case-specific judgements. Impairment tests reflect
assumptions made by management and underlying sensitivity analyses of the future cash flows.
By the issuance of the consolidated financial statements Teleste is not aware of any significant uncertainties
regarding estimates made at the balance sheet date, nor of
14 Teleste, enabling digital evolution
such future key assumptions that might have a significant
risk of causing a material adjustment to the carrying
amounts of assets and liabilities within the next financial
year.
Adoption of new and amended standards and
interpretations applicable in future financial years
Teleste has not yet adopted the following new and
amended standards and interpretations already issued by
the IASB. The Group will adopt them as of the effective
date or, if the date is other than the first day of the financial
year, from the beginning of the subsequent financial year.
* = not yet endorsed for use by the European Union as of
31 December 2014.
• Amendments to IAS 19 Employee Benefits – Defined
Benefit Plans: Employee Contributions* (effective for
financial years beginning on or after 1 July 2014): The
amendments clarify the accounting treatment under
IAS 19 in respect of defined benefit plans that involve
contributions from employees or third parties towards
the cost of benefits. The amendments are not
assessed to have an impact on Teleste’s consolidated
financial statements.
• Annual Improvements to IFRSs (2011–2013 cycle and
2010–2012 cycle*, December 2013) (effective for
financial years beginning on or after 1 July 2014): The
annual improvements process provides a mechanism
for minor and non-urgent amendments to IFRSs to be
grouped together and issued in one package annually.
The amendments cover in total four (2011–2013 cycle)
and seven (2010–2012 cycle) standards. Their impacts
vary standard by standard but are not significant.
• Amendment to IAS 1 Presentation of Financial Statements: Disclosure Initiative* (effective for financial
years beginning on or after 1 January 2016). The
amendments are designed to encourage companies to
apply judgement in determining what information to
disclose in the financial statements. For example, the
amendments clarify the application of the materiality
concept and judgement when determining where and
in what order information is presented in the financial
disclosures. The interpretation had no significant
impact on Teleste’s consolidated financial statements.
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
Amendments to IAS 16 Property, Plant and Equipment
and IAS 38 Intangible Assets – Clarification of Acceptable Methods of Depreciation and Amortisation* (effective for financial years beginning on or after 1 January
2016): The amendments clarify IAS 16 and IAS 38 that
revenue-based method cannot be used to depreciate
property, plant and equipment and may only be used in
limited circumstances to amortise intangible assets.
The amendments will have no impact on Teleste’s
consolidated financial statements.
• Amendments to IAS 16 Property, Plant and Equipment
and IAS 41 Agriculture – Bearer Plants* (effective for
financial years beginning on or after 1 January 2016):
These amendments require biological assets that meet
the definition of a bearer plant to be accounted for as
property, plant and equipment and included in the
scope of IAS 16, instead of IAS 41. These amendments will have no impact on Teleste’s consolidated
financial statements.
• Amendments to IFRS 10 Consolidated Financial Statements and IAS 28 Investments in Associates and Joint
Ventures - Sale or Contribution of Assets between an
Investor and its Associate or Joint Venture* (effective
for financial years beginning on or after 1 January
2016): The amendments address an inconsistency
between the requirements in IFRS 10 and those in IAS
28, in dealing with the sale or contribution of assets
between an investor and its associate or joint venture.
A full gain or loss is recognised when a transaction
involves a business (whether it is housed in a subsidiary or not). A partial gain or loss is recognised when a
transaction involves assets that do not constitute a
business, even if these assets are housed in a subsidiary. The amendments are not assessed to have an
impact on Teleste’s consolidated financial statements.
• Amendments to IFRS 10 Consolidated Financial Statements, IFRS 12 Disclosure of Interests in Other Entities and IAS 28 Investments in Associates and Joint
Ventures: Investment Entities: Applying the Consolidation Exception* (the amendments can be applied
immediately; mandatory for financial years beginning
on or after 1 January 2016): The narrow-scope amendments to IFRS 10, IFRS 12 and IAS 28 clarify the
requirements when accounting for investment entities.
•
Corporate
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SHARES AND SHAREHOLDERS
Annual Report
•
•
•
•
The amendments also provide relief in particular circumstances, which will reduce the costs of applying
the Standards. The amendments will not have an
impact on Teleste’s consolidated financial statements.
Amendments to IAS 27 Separate Financial Statements
– Equity Method in Separate Financial Statements*
(effective for financial years beginning on or after 1
January 2016): The amendments to IAS 27 will allow
entities to use the equity method to account for
investments in subsidiaries, joint ventures and associates in their separate financial statements. The amendments will not have an impact on Teleste’s consolidated financial statements.
Annual Improvements to IFRSs, 2012–2014 cycle*)
(effective for financial years beginning on or after 1
January 2016): The annual improvements process
provides a mechanism for minor and non-urgent
amendments to IFRSs to be grouped together and
issued in one package annually. The amendments cover
in four standards. Their impacts vary standard by
standard but are not significant.
New IFRS 9 Financial Instruments* (effective for financial years beginning on or after 1 January 2018): IFRS
9 replaces the existing guidance in IAS 39 Financial
Instruments: Recognition and Measurement. IFRS 9
includes revised guidance on the classification and
measurement of financial instruments, including a new
expected credit loss model for calculating impairment
on financial assets, and the new general hedge
accounting requirements. It also carries forward the
guidance on recognition and derecognition of financial
instruments from IAS 39. The Group is assessing the
impact of IFRS 9.
Other new standards or amendments will not have an
impact on Telestes’s consolidated financial statements.
REPORT OF
THE BOARD OF DIRECTORS
GROUP
SEGMENT REPORTING
Teleste Group is organised in two reporting segments.
These segments are based on the Group’s organisational
and internal reporting structure. The Group has adopted
IFRS 8 since 1 January 2009 and it havn’t had any impact
on the reporting of operating segments.
Geographical division
The two segments operates in four geographical areas:
Business segments
Finland
Other Nordic countries
• Other Europe
• Others (North America, Asia and Other countries)
The Group comprises two business segments that are Networks Services and Video and Broadband Solutions.
Video and Broadband Solutions business segment has
the emphasis on product solutions for broadband access
networks, video service platforms and video surveillance
applications.
Network Services segment deliver comprehensive network service solutions including new construction, rebuilding, upgrading, planning and maintenance services of cable
networks.
The main market area of Video and Broadband Solutions is Europe where the business unit is present with its
23 dedicated offices supported by several support and integration partners. Apart from Europe, offices have been
established in Australia, China, India and USA.
The geographical division of sales are shown based on
customer location. Assets and investments are presented
by geographical location of assets.
There are no major inter-segment sales in the Group.
PARENT COMPANY
•
•
Unallocated items
Unallocated income statement items include costs and
incomes which follow earnings after depreciations. Assets
not allocated to the segments represent cash. Unallocated
liabilities are interest bearing liabilities and tax liabilities.
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
FINANCIAL STATEMENTS 2014 15
Major customer
Business segments
2014 1,000 €
External sales
Services
Goods
Total external sales
Video and
Broadband
Solutions
Network
Services
Group
6,512
100,389
106,901
90,275
0
90,275
96,787
100,389
197,176
9,673
1,463
11,135
11,135
-301
10,835
35,036
12,303
47,339
Video and
Broadband
Solutions
Network
Services
Group
4,017
97,698
101,715
91,060
0
91,060
95,077
97,698
192,775
9,460
1,587
11,047
11,047
-386
10,660
35,550
12,943
48,493
Operating profit of segments
Operating profit
Financial items
Profit before taxes
Non-current assets of segment
2013 1,000 €
External sales
Services
Goods
Total external sales
Operating profit of segments
Operating profit
Financial items
Profit before taxes
Non-current assets of segment
Revenues from one customer of the Group’s Video and
Broadband Solution and Network Services segment represents approximately 66.0 Meur in 2014 (64.2 Meur in
2013), which is 33.5% (33.3%) of Group net sales.
Geographical division
2014 1,000 €
Finland
Nordic
countries
Other Europe
Others
Group
Sales by origin
Assets
Capital expenditure
14,858
33,937
1,446
15,792
89
5
159,572
12,730
1,755
6,954
583
470
197,176
47,339
3,676
2013 1,000 €
Finland
Nordic
countries
Other Europe
Others
Group
Sales by origin
Assets
Capital expenditure
13,164
35,868
2,059
15,630
111
4
151,545
12,379
4,227
12,436
135
24
192,775
48,493
6,314
16 Teleste, enabling digital evolution
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
Corporate
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SHARES AND SHAREHOLDERS
Annual Report
BUSINESS COMBINATIONS
ACQUIRED DURING 2014 AND 2013
During 2014 there were no acquisitions. A conditional supplementary contract price from Asheridge acquisition of
1,060 thousand euro was de-recognised in other operating
income during 2014. Unpaid supplemenetray price is recogniced in current other liabilities and it will be paid in April
2015.
At 8 April 2013 Video and Broadband solution segment
was strengthened by acquiring 100% of share capital of
Asheridge Communications Ltd, the English provider of
access network equipment for cable operators. Asheridge
has a particularly strong offering in HFC network passives
products and customized solutions.
The acquisitions resulted in 1,263 thousand of intangible assets, which was allocated to customer relationships
and technology. The goodwill, amounted 2,257 thousand
euro, is mainly due to future revenue expectation. The
goodwill include estimated amount of the conditional supplementary contract price for Asheridge. Total consideration was estimated to be 3,553 thousand euro depending
on the profitability development during next two years. The
total unpaid contract price of 2,408 thousand euro was
booked in non current other liabilities and are classified as
fair value level 3. The fair value of Asheridges s trade receivables 1,126 thousand euro were 100 thousand euro less
than the total value based on agreements. The difference is
expected to realize as credit losses. Teleste personnel
increased with 20 persons. All costs related to the acquisitions, 100 thousand euro, are expensed in other operating
expenses.
REPORT OF
THE BOARD OF DIRECTORS
GROUP
The impact of the acquisition on Teleste’s net sales during the period 8 April 2013–31.12.2013 was 5,575 thousand euro and on the net profit 163 thousand euro. If Asheridge had been consolidated since 1 January 2013, the
Group net sales would have been 1,827 thousand euro
higher and the Group net profit would have increased
7 thousand euro.
The fair values determined in the business combination
are based on the following estimates:
– The fair value of acquired trade marks is determined to
equate with the discounted royalties, which have been
managed to be avoidable by owing the trademarks in question. A reasonable royalty per cent, that an external party
would pay for a licensing agreement, has been estimated
when determining the fair values.
– The fair value of acquired technology is determined to
equate with the discounted product development costs,
which have been managed to be avoidable by owing the
technology in question.
– Determination of fair value of the customer relationships is based on the estimated life time of the customer
relationships and the discounted cash flows to be derived
from the existing customerships.
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
FINANCIAL STATEMENTS 2014 17
4 DEPRECIATION, AMORTISATION AND
IMPAIRMENT
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
Amount of project revenue recognised during the period
2,286 thousand euros ( 2,360 thousand euros in 2013).
Cumulative expenses and income recognised by the end
of the period 12,976 thousand euros (10,691 thousand
euros in 2013).
2 OTHER OPERATING INCOME
1,000 €
Government grants related to
development costs
Rental income
Gain on disposals of non-current assets
De-recognised supplementary contract
price
Other income
Total
2014
2013
670
6
60
276
5
0
1,060
740
2,536
0
558
840
-45,946
-44,339
-9,419
-5,083
-9,080
-4,556
1,086
1,295
-135
-186
0
-59,497
-83
-56,949
3 EMPLOYEE BENEFITS
EXPENSE
Wages and salaries
Pension expenses
Defined contribution plans
Other post employment benefits
Activated R&D salaries and social
costs
Cash & Equity-settled share-based
transactions
Equity-settled share-based
transactions
Total
Information on the remuneration of (and loans to) the Group
management is presented in the note Related party
transactions.
The average number of employees
during the financial year
18 2014
2013
Depreciation and amortisation by asset
type:
Tangible assets
Buildings
Machinery and equipment
Other tangible assets
Total
-394
-1,480
-511
-2,385
-395
-1,304
-468
-2,168
Intangible assets
Capitalised development
expenses
Other intangible assets
Total
-1,162
-664
-1,826
-1,785
-675
-2,460
Total
-4,211
-4,628
-3,797
-3,108
-6,724
-3,779
-1,812
-8,089
-27,309
-3,562
-2,986
-6,645
-3,507
-1,935
-7,901
-26,536
1,000 €
1 CONSTRUCTION CONTRACTS
1,302
Teleste, enabling digital evolution
6 FINANCIAL INCOME
1,000 €
Interest and other financial income
Dividend income
Total
2014
223
2
225
2013
160
2
162
-368
-75
-83
-526
-414
-20
-114
-548
7 FINANCIAL EXPENSES
Interest expenses
Exchange losses
Other financial expenses
Total
Other financial expenses includes interests from financial leasing
expenses during the period 13 thousand euro (16 thousand euro
in 2013). Losses from forward exchange contracts are included in
operating profit.
5 OTHER OPERATING
EXPENSES
Rental expenses
External services
Other variable costs
Travel and IT costs
Other R&D costs
Other expenses
Total
R&D costs are included also in employee benefits expense,
travel and IT costs and other costs.
Audit expenses
KPMG
Auditing assignments
Tax consultancy
Other assignments
Other auditors
Auditing assignments
Other assignments
-150
-65
-8
-140
-60
-30
-60
-37
-64
-43
1,306
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
8 INCOME TAXES
9 EARNINGS PER SHARE
2014
1,000 €
2013
Profit for the year attributable to equity holders of the parent
Weighted average number of ordinary shares outstanding during
the financial year
Recognised in the income statement
Current tax expense
Current year
Adjustments for prior years
Change in deferred tax liabilities and
tax assets
Total
-2,043
44
-2,861
70
The number of ordinary shares outstanding excludes the treasury
shares.
-354
-2,353
279
-2,513
The diluted earnings per share is calculated as follows:
Reconciliation of the tax expense, EUR -2,353 thousand,
calculated using the Teleste Group’s domestic corporation
20.0 % tax rate.
Profit before tax
10,835
Income tax using the domestic
corporation tax rate (20.0 %)
Effect of tax rates in foreign
jurisdictions
Tax debt increase related to balance
sheet items
Not recognised deferred tax assets
from tax losses
Change in deferred taxes due to
decrease of the domestic corporation
tax rate
Non-deductible expenses
Taxes from previous year
Income tax income/expense reported
in the consolidated income statement
REPORT OF
THE BOARD OF DIRECTORS
GROUP
The basic earnings per share is calculated as follows:
Profit for the year attributable to equity holders of the parent
(diluted)
Weighted average number of ordinary shares outstanding during
the financial year (diluted)
The changes in the number of the shares are presented in the
note 17 Capital and reserves.
10,660
-2,167
-2,612
-181
67
0
-29
0
27
0
-49
44
46
-81
70
-2,353
-2,513
The share options granted by the Group have a dilutive
effect, i.e. they increase the number of the ordinary shares
when their subscription price is below the fair value of the
share. The dilutive effect equals the number of the shares
gratutiously issued ; this difference arises when the Group
can not issue the same number of shares at their fair value
using the proceeds received on the exercise of the options.
Profit for the year attributable to
equity holders of the parent, (1,000 €)
Weighted average number of ordinary
shares outstanding during the financial
year (1,000)
Basic earnings per share (€)
Weighted average number of ordinary
shares outstanding during the financial
year (1,000)
Effect of share options on issue
(1,000)
Weighted average number of ordinary
shares outstanding during the financial
year (diluted) (1,000)
Diluted earnings per share (€)
PARENT COMPANY
Corporate
governance
2014
2013
8,481
8,147
17,729
0.48
17,516
0,47
17,729
17,516
0
282
17,729
0.48
17,798
0,46
SHARES AND SHAREHOLDERS
Annual Report
FINANCIAL STATEMENTS 2014 19
10 PROPERTY, PLANT AND EQUIPMENT
1,000 €
Balance at 1 January 2014
Translation difference +Additions
Disposals
Balance at 31 December 2014
Depreciation and impairment losses
Balance at 1 January 2013
Cumulative depreciations on disposals
Depreciation charge for the year
Balance at 31 December 2013
Carrying amounts at 1 January 2014
Carrying amounts at 31 December 2014
1,000 €
Balance at 1 January 2013
Translation difference +Additions
Disposals
Acquisitions through business combinations
Transfers between classes
Balance at 31 December 2013
Depreciation and impairment losses
Balance at 1 January 2013
Depreciation charge for the year
Balance at 31 December 2013
Carrying amounts at 1 January 2013
Carrying amounts at 31 December 2013
Land areas
Buildings
Machinery
and
equipment
54
0
0
0
54
10,622
44
36
-3,435
7,267
10,149
-101
1,883
-559
11,372
1,903
0
274
-64
2,113
513
0
0
0
513
23,242
-57
2,193
-4,058
21,320
0
0
0
0
-4,884
3,435
-401
-1,850
-6,158
0
-1,577
-7,735
-1,701
0
-407
-2,108
0
0
0
0
-12,743
3,435
-2,385
-11,693
54
54
5,738
5,417
3,991
3,637
202
5
513
513
10,499
9,627
Land areas
Buildings
Machinery
and
equipment
Other
tangible
assets
Advance
payments
Total
54
0
0
0
0
0
54
9,881
-72
147
0
666
0
10,622
8,553
-143
1,909
-235
65
0
10,149
1,604
-31
270
0
0
60
1,903
611
0
0
0
0
-98
513
20,704
-246
2,326
-235
731
-38
23,242
Teleste, enabling digital evolution
Other
tangible
assets
Advance
payments
Total
Machinery and
equipment
1,000 €
2014
Balance at 1 January 2014
Additions
Disposals
Balance at 31 December 2014
Cumulative depreciation on disposals
Cumulative depreciation
Depreciation charge for the year
2,952
327
-48
3,231
0
-2,169
-354
Carrying amount at 31 December 2014
708
Machinery and
equipment
1,000 €
2013
Balance at 1 January 2013
Additions
Disposals
Balance at 31 December 2013
Cumulative depreciation on disposals
Cumulative depreciation
Depreciation charge for the year
2,967
148
-163
2,952
114
-1,930
-353
Carrying amount at 31 December 2013
0
0
0
-4,490
-394
-4,884
-4,854
-1,304
-6,158
-1,233
-468
-1,701
0
0
0
-10,577
-2,166
-12,743
54
54
5,391
5,738
3,699
3,991
371
202
611
513
10,127
10,499
Carrying amount of production machinery and
equipment at 31 December 2014
Carrying amount of production machinery and
equipment at 31 December 2013
20 Property, plant and equipment include assets leased under
financial leases as follows:
783
3,612
4,183
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
11 INTANGIBLE ASSETS
1,000 €
Goodwill
Development Other intangible
costs
assets
Shares
available for
sale, unlisted
Total
Balance at 1 January 2014
Translations differences
Additions
Balance at 31 December 2014
34,052
-131
0
33,921
13,749
0
1,076
14,825
8,462
192
0
8,654
717
0
407
1,125
56,980
61
1,483
58,524
Balance at 1 January 2014
Amortisation for the year
Balance at 31 December 2014
-800
0
-800
-11,192
-1,162
-12,354
-6,571
-664
-7,235
-423
-423
-18,986
-1,826
-20,812
33,252
33,121
2,557
2,471
1,891
1,419
294
701
37,994
37,713
Development Other intangible
costs
assets
Shares
available for
sale, unlisted
Total
Carrying amounts at 1 January 2014
Carrying amounts at 31 December 2014
1,000 €
Goodwill
Balance at 1 January 2013
Translations differences
Additions
Balance at 31 December 2013
Amortisation and impairment losses
Balance at 1 January 2013
Amortisation for the year
Balance at 31 December 2013
Carrying amounts at 1 January 2013
Carrying amounts at 31 December 2013
12,307
1,442
13,749
7,169
-35
1,328
8,462
-800
0
-800
-9,407
-1,785
-11,192
-5,895
-676
-6,571
-423
-16,525
-2,461
-18,986
31,350
33,252
2,900
2,557
1,274
1,891
294
294
35,818
37,994
For the purposes of impairment testing goodwill items of
the Group have been allocated to the segments, each of
which represents a separate cash-generating unit. The
aggregate goodwill amount totalled 33.1 million euro at 31
December 2014. Goodwill has been allocated to the following cash-generating unit:
Video and Broadband Solutions
Network Services
REPORT OF
THE BOARD OF DIRECTORS
GROUP
Million euro
25.0
8.1
717
52,343
-390
5,027
56,980
32,150
-355
2,257
34,052
717
-423
The recoverable amount of the segments is based upon
value-in-use calculations. Those calculations use cash flow
projections based upon the strategies and business plans
approved by the management. Calculations are prepared
covering a 10 years’ period. The cash flow for Video and
Broadband Solutions segment covers the five first years
with 5% (5%) annual growth rate and for Network Services
segment over 5% (30%) annual growth for the 3 first years,
cash flow decrease year 4 by -22%, year 5 growth is 5%.
Cash flow decrease the fourth year because the recognized
tax losses are used in year 1 to 3 in the calculations The
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
expected future cash flows for a further 5 year period are
extrapolated using a 2 % (2%) growth rate for both segments. Management’s view on the cash flows is cautious
as the changes of the industry are difficult to foresee. A
discount rate of 14,05% is used in VBS and 11.00% in NS
segment (13.76% in VBS segment and 10.78% in NS segment) has been used in discounting the projected cash
flows. The terminal value of the segments is calculated by
using a growth rate of 2 per cent. The impairment test process included the sensitivity analysis of the segment or a
cash generating unit (CGU) in the segment. If the cashflow’s
yearly growth rate would stay at 1 per cent for NS segment
for the period, an impairment loss of 0.5 million euro should
be recognised.
Assumption used in 2014 and 2013 impairment tests
%
Yearly growth in cash flow
years 1–5
Yearly growth in cash flow
years 6 –10
WACC (after tax)
2014
VBS
NS
5
5*
2013
VBS
NS
5
5**
2
2
2
2
14.05 11.00 13.76 10.78
* NS years 1–3 average growth 5% , year 4–22% year 5 growth
5%
** NS years 1–3 average growth 5% , year 4–26% year 5 growth
5%
The table below shows the amount by which the segments’
recoverably amount exceeds its carrying amount.
Impairment test
Meur
VBS
NS
Annual Report
2014
22.4
5.0
2013
19.3
2.0
FINANCIAL STATEMENTS 2014 21
The tables below show the required decline in free cash
flow and the increase in discount rate per segment which
would cause the recoverable amount of a segment to be
equal to the carrying amount.
2014
-38%
-17%
2013
-27%
-7%
2014
4.85%
1.75%
2013
4.49%
0.72%
Increase in discount rate
VBS
NS
The Group received a grant amounting to 0.7 million euro
from Tekes (National Technology Agency of Finland)
towards development costs in 2014 (2013: 0.3 million
euro). From the grant received 0,08 million euro (2013:
0.04 million euro) has been recognised to deduct the carrying amount of the asset.
The grant has the condition, according to which 10% of
the total costs of the project have to be incurred through
subcontracting work in Finnish small and medium-sized
companies.
12 AVAILABLE-FOR-SALE INVESTMENTS
1,000 €
Unlisted shares
Total
1,000 €
Balance
1 Jan. 2014
Recognised in
the income
statement
530
1,051
314
96
-352
9
626
699
323
106
2,002
-57
-304
49
1,698
-511
17
-494
-602
-180
-1,293
-20
-31
-34
Business
combinations
Balance
31 Dec. 2014
Movements in temporary differences during 2014
Decline of free cash flow
VBS
NS
13 DEFERRED TAX ASSETS AND LIABILITIES
Deferred tax assets
Effects of consolidation and eliminations
Unused tax losses
Provisions
Fair value adjustments to intangible and tangible assets on
acquisition
Total
Deferred tax liabilities
Capitalisation of intangible assets
Fair value adjustments to intangible and tangible assets on
acquisition
Cumulative depreciation difference
Total
0
0
-622
-211
-1,327
The change in liabilities doesn’t match the deferred tax recognised the income statement due to recognition of deferred tax
liabilities for other intangible assets, foreign exchange rates and group internal eliminations.
Balance
1 Jan. 2013
Recognised in
the income
statement
Deferred tax assets
Effects of consolidation and eliminations
Unused tax losses
Provisions
Fair value adjustments to intangible and tangible assets on acquisition
Total
511
1,123
290
162
2,086
19
-72
24
-56
-84
Deferred tax liabilities
Capitalisation of intangible assets
Fair value adjustments to intangible and tangible assets on acquisition
Cumulative depreciation difference
Total
-721
-312
-264
-1,297
210
145
84
439
1,000 €
Business
combinations
Balance
31 Dec. 2013
Movements in temporary differences during 2013
2014
2013
701
701
294
294
530
1,051
314
106
2,002
-435
-435
-511
-602
-180
-1,293
At 31 December 2014 the Group had unused tax losses in subsidiaries amounting 2,973 thousand euro . A tax asset has been booked
from 699 thousand euro as this loss will not expire (31 Dec. 2013: 1,051 thousand euro). A tax asset has not been booked from 1,721
thousand euro due to the uncertainty if the Group can utilize them.
No deferred tax liability has been provided for the undistributed profits of the foreign subsidiaries amounting to 14,229 thousand euro at
31 Dec. 2014 (31 Dec. 2013: 18,705 thousand euro). This is because the realization of this tax liability is unlikely in the near future.
22 Teleste, enabling digital evolution
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
14 INVENTORIES
15 TRADE AND OTHER CURRENT RECEIVABLES
1,000 €
Raw materials and consumables
Work in progress
Finished goods
Total
2014
2013
4,652
10,368
5,463
20,483
4,065
10,307
5,390
19,762
The amount of the impairment losses of inventories to the
net realisable value recognised as an expense during the
financial period is 347 thousand euro. At the end of the
financial year 4,619 thousand euro was deducted from the
inventory value to the net realisable value (31 Dec. 2013:
4,966 thousand euro).
2014
2013
39,635
3,442
1,617
44,694
35,238
1,857
1,442
38,537
Cash at bank and in hand
Total
17,672
17,672
15,229
15,229
Cash and cash equivalents in the statement of cash flows
17,672
15,229
1,000 €
Trade receivables
Accrued income and prepayments
Other receivables
Total
16 CASH AND CASH EQUIVALENTS
17 CAPITAL AND RESERVES
Number of shares,
1,000
Number of
own shares,
1,000
Number of
shares, total
1,000
Share capital,
1,000 €
Reserve fund,
1,000 €
At 1 January 2013
Share options exercised by employees
Own shares sold
At 31 December 2013
17,426
89
112
17,627
1,302
0
-112
1,190
18,728
89
0
18,817
6,967
0
0
6,967
1,504
0
0
1,504
Share options exercised by employees
At 31 December 2014
169
17,796
0
1,190
169
18,986
0
6,967
0
1,504
1,000 €
The number of Teleste Oyj shares was 18,985,588 at 31 December 2014 (31 Dec. 2013 18,816,691 shares). All shares
issued have been fully paid.
The Annual General Meeting of Teleste Oyj held on 1st
of April 2014 decided to authorize the Board of Directors
to decide on repurchasing the Company’s own shares in
accordance with the proposal of the Board of Directors.
Based on the authorization, the Board of Directors may
repurchase a maximum of 1,200,000 own shares of the
Company otherwise than in proportion to the holdings of
the shareholders by using the non-restricted equity through
public trading on Nasdaq Helsinki Ltd at the market price
prevailing at the time of acquisition.
The Annual General Meeting of Teleste Oyj held on 12th
of April 2013 decided to authorize the Board of Directors
to decide on repurchasing the Company’s own shares in
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
accordance with the proposal of the Board of Directors.
Based on the authorization, the Board of Directors may
repurchase a maximum of 1,400,000 own shares of the
Company otherwise than in proportion to the holdings of
the shareholders by using the non-restricted equity through
public trading on Nasdaq Helsinki Ltd at the market price
prevailing at the time of acquisition.
At the end of December 2014, the Group held
1,189,654 of its own shares, of which the parent company
Teleste Corporation had 647,654 shares and the controlled
companies had 542,000 shares, respectively.
Annual Report
FINANCIAL STATEMENTS 2014 23
Shares subscribed for pursuant to the share option
plans will entitle to dividend when the increase of the share
capital is registered with the Finnish trade register. Voting
and other shareholder rights will commence on the date on
which the increase of the share capital is registered with
the Finnish trade register.
Translation reserve
The translation reserve comprises all foreign exchange differences arising from the translation of the financial statements of foreign subsidiaries.
Dividends
After the balance sheet date the dividend of 0.20 euro per
share (2013 0.19 euro per share) was proposed by the
Board of Directors.
17 SHARE BASED INCENTIVES
Teleste Corporation had one option scheme in operation
during the period: Stock Options 2007. The scheme was
approved by Teleste annual general shareholders’ meetings
in 2007. The stock options have an average maturity of 6
years from the plan launch including a waiting period and a
two-year share subscription period. Under the schemes
outstanding at the end of the period the annual general
meeting of shareholders has authorized Teleste board of
directors to grant up to 840 000 options to the Group key
employees or to Teleste subsidiary, which may be authorized to grant options further to the Group key personnel.
The options are forfeited if the employee leaves the Group
before the options vest. The options expire unless not distributed or exercised by the end of the share subscribtion
period. Key characteristics and terms of the Teleste option
schemes in operation at the end of the period are listed in
the table below.
24 Teleste, enabling digital evolution
SHARE BASED INCENTIVES - STOCK OPTIONS DURING
THE REPORTING PERIOD 1.1.2014-31.12.2014
Option Rights
Plan
2007
Instrument
2007C
Annual General Shareholders` Meeting date
03 April 2007
Initial amount, pcs
280,000
The subscription ratio for underlying shares, pcs
1
Initial excercise price, € *
3.57
Dividend adjustment
Yes
Current excercise price, € **
2.87
21 September
Initial allocation date
2009
Vesting date
01 April 2012
Maturity date
30 April 2014
Maximum contractual life, yrs
7.1
Remaining contractual life, yrs
0.0
Number of persons at the end of the reporting
year
0
Payment method
Equity
* Share subscription price for stock options is the volume
weighted average price plus 10% of Teleste share in Nasdaq
Helsinki Ltd during April 2009.
** Share subscription price at the expiration if the stock options
expired during the period.
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
Changes during the period 2014
2007C
1 January 2014
Outstanding at the beginning of the reporting
period, pcs
236,000
Changes during the period
Granted
Forfeited
Invalidated during the period
Excercised
Weighted average price of shares, € ***
Expired
0
0
0
168,897
4.47
23,002
31 December 2014
Excercised at the end of the period
Outstanding at the end of the period
Reserve at the end of the period
256,998
0
0
Weighted average
exercise price in €
2.93
2.87
*** weighted average price for Teleste share during the time that particular option could have been exerciced in 2014.
2007B
2007C
Total
Weighted average
exercise price in €
1 January 2013
Outstanding at the beginning of the reporting
period, pcs
236,000
261,000
497,000
4.66
Changes during the period
Granted
Forfeited
Invalidated during the period
Excercised
Weighted average price of shares, € ***
Expired
0
0
0
0
4.18
280,000
0
0
0
88,101
4.17
0
0
0
0
88,101
4.17
280,000
0
0
0
88,101
172,899
19,000
88,101
172,899
19,000
Changes during the period 2013
31 December 2013
Excercised at the end of the period
Outstanding at the end of the period
Reserve at the end of the period
3.06
6.07
3.06
3.06
3.06
*** weighted average price for Teleste share during the time that particular option could have been exerciced in 2013.
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
FINANCIAL STATEMENTS 2014 25
SHARE BASED INCENTIVES - SHARE PLANS
DURING THE REPORTING PERIOD 1.1.2014–
31.12.2014
The Board of Directors of Teleste Corporation has at its
meeting on 2 December 2011 resolved to implement a
long-term Performance share plan 2012 (the Plan). The Plan
offers the key employees a possibility to earn the Company
shares on the basis of performance (Performance-Based
Reward) as well as on the basis of share ownership and
employment (Restricted Reward). The prerequisite for the
Plan participation is that the key employee holds shares in
Teleste. If the key employee holds the company shares and
remains employed in the Group during the Plan, i.e. until the
end of March 2015, one share as a net reward (after taxes)
against each share owned by the key employee is earned.
In addition, based on an annually set performance target for
the three performance periods 2012, 2013 and 2014, the
key employee has an opportunity to earn performance
shares from each of the performance period. Both
Restricted shares and Performance-based shares are paid
to the participants at the end of March 2015. If the plan
participant’s employment or service ends before the reward
payment in the manner determined in the Terms and Conditions for the Plan, he or she will lose the right to the reward.
In addition to net shares corresponding to approximately
50% of the total reward, there will be cash portion (appr.
50%) in the reward, which will be withheld for taxes arising
from the reward to the key employee.
Plan
Type
Instrument
Initial amount, pcs *
Initial allocation date
Vesting date
Maximum contractual life, yrs
Remaining contractual life, yrs
Number of persons at the end of the
reporting year
Payment method
Performance Share
Plan 2012
Share
PSP 2012-2014
250,000
31 January 2012
31 March 2015
3.2
0.2
28
Cash & Equity
* In addition to shares, there will be a cash payment intended
for taxes and tax-related charges arising to the key employee
from the reward.
26 Teleste, enabling digital evolution
Changes during the period
2014 *
Tyyppi
1 January 2014
Outstanding at the beginning
of the reporting period, pcs
Reserve at the beginning of
the reporting period
Changes during the period
Granted
Forfeited
Invalidated during the period
Excercised
Expired
Performance
Share Plan
2012
Share
Weighted
remaining
contractual life
in years
191 331
23,000
Effect of Share-based Incentives on the result and
financial position during the period 2014, €
Expenses for the financial year, share-based
payments
Expenses for the financial year, share-based
payments, equity-settled
Liabilities arising from share-based payments
31 December 2014
135,072
27,829
379,825
Effect of Share-based Incentives on the result and
financial position during the period 2013, €
0
12,839
0
0
47,973
Expenses for the financial year, share-based
payments
Expenses for the financial year, share-based
payments, equity-settled
Liabilities arising from share-based payments
31 December 2013
185,359
82,840
272,582
31 December 2013
Excercised at the end of the
period
130,519
Outstanding at the end of the
period
130,519
0.2
* Number of shares consists of the net reward given as
shares. In addition to the shares, a cash portion will be
included in the gross reward. The maximum value of the cash
portion to be paid corresponds to the value of shares at the
time of transfer.
Weighted
Performance
remaining
Changes during the period
Share Plan contractual life
2013
2012
in years
Tyyppi
Share
1 January 2013
Outstanding at the beginning
of the reporting period, pcs
Reserve at the beginning of
the reporting period
Changes during the period
Granted
Forfeited
Invalidated during the period
Excercised
Expired
31 December 2013
Excercised at the end of the
period
Outstanding at the end of the
period
REPORT OF
THE BOARD OF DIRECTORS
GROUP
229,000
21,000
6,000
8,000
0
0
35,669
191,331
191,331
PARENT COMPANY
1.2
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
18 INTEREST-BEARING LIABILITIES
1,000 €
Non-current
Loans from financial institutions
Finance lease liabilities
Total
Current
Loans from financial institutions
Finance lease liabilities, current
portion
Total
The currency mix of the Group long-term interest-bearing liabilities was as follows:
2014
2013
196
399
595
16
454
470
31.12.2014
595
595
31.12.2013
470
470
1.1%
1.5%
1.3%
2.1%
100%
100%
1.1%
1.5%
1.3%
2.1%
327
405
732
352
462
814
Less than one year
Between one and five years
Total
319
399
718
342
454
796
Future finance charges
Total finance lease liabilities
14
732
18
814
1,000 €
EUR
Group long-term interest-bearing liabilities - interest rates are as follows:
Bank loans
Finance lease liabilities
23,465
23,458
319
23,784
342
23,799
The currency mix of the Group short-term interest-bearing liabilities:
EUR
Interest-bearing loans from financial institutions are carried
at amortised cost and finance lease liabilities are carried at
fair value.
Group short-term interest-bearing liabilities - interest rates are as follows:
Bank loans
Finance lease liabilities
Finance lease liabilities of the Group are payable as follows:
Minimum lease payments
Less than one year
Between one and five years
Total
Present value of minimum lease payments
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
FINANCIAL STATEMENTS 2014 27
19 PROVISIONS
1,000 €
Balance at 1 January 2013
Provisions made during the year
Balance at 31 December 2013
20 TRADE AND OTHER CURRENT LIABILITIES
Warraties
Total
1,000 €
1,466
252
1,718
1,466
252
1,718
Current
Non-current
Current
Total
2014
1,238
480
1,718
Warranties
The Group grants average 24 months guarantees for its
certain products. If defects are detected during the warranty period, the Group either repairs the product or delivers a comparable new product. The amount of the warranty
provision is based on the past experience on defective
products and an estimate of related expenses.
Trade payables
Personnel, social security and
pensions
Accrued interest expenses and
other financial items
Other accrued expenses and
deferred income
Advances
Other liabilities
Total
Non current
Other liabilties
2014
2013
12,515
9,951
6,265
6,059
23
9
13,051
26
1,656
33,536
11,856
145
110
28,130
31
2,414
21 INCOME TAX PAYABLE FOR THE PERIOD
At the end of the period there was income tax receivable
581 and tax payable 793 thousand euro on the profit for
the period (31 Dec. 2013 there was 307 thousand euro tax
receivables and 1,206 thousand euro tax payables).
28 Teleste, enabling digital evolution
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
FINANCIAL RISK MANAGEMENT
The objective of the Group’s financial risk management is to
identify, evaluate and hedge financial risks to reduce the
impacts of price fluctuations in financial markets and of
other factors on earnings, balance sheet and cash flows as
well as to guarantee cost-efficient funding for the Group at
all times.
The Board has approved financial risk management
guidelines and the allocation of responsibilities defined in
the Group risk management policy and related operating
policies covering specific areas. The Board oversees the
Group’s risk management framework. The Group’s administration is responsible for the coordination and control of the
Group’s total financial risk position and external hedging
transactions with banks in the name of the parent company. Teleste is risk averse in its treasury activities. The
identification of the exposure is a common task of the business units and the Group administration.
The hedge accounting principles as defined in IAS 39 are
applied in Teleste only for hedging the interest risk for specific long term loans.
Financial risks comprise market, credit, liquidity and
cash flow interest rate risk, which are discussed more in
detail below. The Group’s exposure to price risk is low.
Market risk
Market risk includes three types of risk: currency risk, price
risk and fair value interest rate risk. Fluctuations of foreign
exchange rates, market prices or market interest rates may
cause a change in the value of a financial instrument. These
changes may have an effect on the consolidated earnings,
balance sheet and cash flows.
Currency risk
Transaction risk
The Group’s currency position is divided into the transaction
position and net investments in foreign operations. Foreign
exchange exposures of the Group’s units arise from receivables and accounts payables denominated in foreign currency, sales and purchase contracts and from forecast sales
and purchases. Major part of the Group’s sales is in Euro.
The most significant non-euro sales currencies are PLN
(accounts for 4 per cent of the net sales), Swedish and Norwegian crowns (6 per cent), US dollars (2 per cent) and UK
pound sterling (9 per cent). Significant part of expenses, 57
per cent, arise in euro and in US dollar almost 34 per cent
and Chinese CNY 14 per cent. The hedging decisions are
based on the expected net cash flow for the following six
months.
Assets and liabilities in foreign currency translated at closing rate
2014
USD
971
1,463
Current assets
Current liabilities
SEK
773
1,093
2013
NOK
859
1,721
GBP
4,170
2,250
Cash flow hedges at 31 Dec 2014
Currency position
Currency
Exposure
USD
6,762
CNY
3,368
GBP
2,631
PLN
1,510
NOK
863
REPORT OF
THE BOARD OF DIRECTORS
PLN
4,092
1,689
USD
989
1,186
SEK
851
1,057
NOK
878
519
GBP
2,056
1,413
PLN
2,327
1,649
Cash flow hedges at 31 Dec 2013
Hedge
6,013
2,986
2,054
1,240
691
GROUP
Net
750
382
576
270
171
Hedge Instrument
Forward exchange contract
Forward exchange contract
Forward exchange contract
Forward exchange contract
Forward exchange contract
PARENT COMPANY
Hedge%
89%
89%
78%
82%
80%
Corporate
governance
Currency position
Currency
Exposure
USD
4,012
CNY
2,040
SHARES AND SHAREHOLDERS
Hedge
3,313
1,748
Annual Report
Net
699
292
Hedge Instrument
Forward exchange contract
Forward exchange contract
Hedge%
83%
86%
FINANCIAL STATEMENTS 2014 29
In principle Teleste hedges forecast and probable cash
flows. The Group only uses forward exchange agreements.
According to the Group’s currency risk management policy
all material currency risks are hedged at least six months
ahead and the Group’s transaction position shall at all times
be hedged 80–100% by currency. The level of hedges is
monitored on a monthly basis. Currency risk is also managed through, among others, operational planning, pricing
and offer terms. Reprising interval varies between 3 and 24
months.
At the year-end 2014 the fair value of currency derivatives amounted to 11.4 million euro (31. Dec 2013: 7.6 million euro).
Translation risk
Since the Group’s currency risk exposure regarding net
investments in foreign operations is relatively low, the
equity position, i.e. differences in the calculatory euro values of these amounts (translation risk) is not actively
hedged. At 31 December 2014 the total non-euro-denominated equity of the Group’s foreign subsidiaries amounted
to 10.9 million euro (31 Dec. 2013: 12.8 million euro).
Sensitivity to market risk
Fair value interest rate risk and cash
flow interest rate risk
Teleste’s interest rate risk mainly comprises cash flow interest rate risk that arises from the interest-bearing liabilities.
The Group can have floating or fixed interest loans and use
interest swap contracts to achieve financial objectives. At
the end of the reporting period 23,465 thousand euro have
short-term interest as a reference rate. The interest period
is of less than one year. Hedge accounting is applied for
interest swap contracts hedging the interest risk for 11,000
thousand euro of the loans. The change in the fair value of
this hedging instrument, 16 thousand euro, is recognised in
profit and loss as other comprehensive income. The fair
Period in which repricing occurs
1 year –5 years
Over 5 years
Total
Financial instruments with floating interest rate
Financial liabilities
Loan from financial institutions
12,465
12,465
Financial instruments with fixed interest rate
Financial liabilities
Loan from financial institutions
11,000
11,000
The Group’s accounts receivables are dispersed to a number of customers worldwide. Thus the primary responsibility
for commercial credit risks lies with the Group’s geographical areas. Commercial credit risks are managed in accordance with the Group’s credit policy and are reduced for
example with collaterals. Some accounts receivables are
covered by a credit insurance. Credit risks are approved and
monitored by the Group management team.
Teleste, enabling digital evolution
2013
Profit or Loss
+-70
+-29
value of the interest swap contract is -31 thousand euro. All
Group loans are denominated in euro. In 2014, the average
interest rate of the loan portfolio was 1,1% per cent. All
finance lease agreements are fixed-rate.
The Group does not hedge the risk position resulting
from the fair value interest rate risk as the position is small.
The average balances of the variable rate loans realized during the period have been used in calculating the sensitivity
analysis required by IFRS 7. At the closing date 31 December 2014, the effect on variable rate interest-bearing liabilities on profit before taxes would have been +-120 thousand euro had the interest rate increased or decreased by 1
percentage point
Within 1 year
Credit risk
30 2014
Profit or Loss
+-75
+-38
+-58
Sensitivity to market risks arising from financial instruments as required by IFRS 7
+-10% change in EUR/USD exchange rate
+-10% change in EUR/CNY exchange rate
+-10% change in EUR/GBP exchange rate
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
The credit risk related to financial instruments, i.e. counterparty risk is managed in the Group administration. Counterparty risk realises if a counterparty is unable to meet its
obligations. In order to minimise counterparty risks, Teleste
seeks to limit the counterparties, such as banks and other
financial institutions, to those which have good credit rating. Liquid funds are invested in liquid instruments with low
credit risk, e.g. in short-term bank deposits and commercial
papers.
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
All receivables are without collaterals. There are no significant concentrations of risk with respect to the receivables of the
Group. Impairment losses on trade receivables are shown in note 5 Other operating expenses.
Analysis of trade receivables by age
Gross
Undue trade receivables
1–30 days
31–60 days
Over 60 days
Total
31,823
4,319
1,362
2,777
2014
Impairment loss
-646
Net
Gross
31,823
4,319
1,362
2,131
39,635
27,662
5,400
1,460
1,333
The maximum exposure to credit risk at the reporting date was:
Loans and receivables
Available for sale financial assets
2013
Impairment loss
-616
Net
27,622
5,400
1,460
717
35,238
2014
2013
44,694
701
38,537
294
Liquidity risk
Liquidity risk is monitored through Group’s cash flow forecasts. The Group seeks to reduce liquidity risk through sufficient cash reserves and credit facility arrangements as
well as with balanced maturity profile of loans. Efficient
cash and liquidity management also reduces liquidity risk.
At the year-end 2014 the Group’s cash reserves totaled
17.6 million euro and its interest-bearing net debt 24.4 million euro. The Group administration raises the Group’s interest-bearing debt centrally. At 31 December 2014 Teleste
had committed and available credit facilities as well as other
REPORT OF
THE BOARD OF DIRECTORS
GROUP
agreed and undrawn loans amounting to 17.0 million euro.
Group’s loan agreements and committed loan facilities
include profitability and cash flow covenants.
The recognition and measurement principles applied to
derivatives are described in the accounting principles for the
consolidated financial statements. The nominal and fair values of derivatives at the balance sheet date are presented
in the note Commitments and contingencies to the consolidated financial statements.
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
FINANCIAL STATEMENTS 2014 31
As of 31 December 2014, the contractual maturity of interest-bearing liabilities was as follows:
Loans from financial institutions
Trade payables
Finance lease liabilities
Forward exchange contracts
Outflow
Inflow
Other
Available-for-sale financial assets
2015
2016
2017
2018
2019
23,488
12.515
327
184
103
75
43
Available-for-sale financial assets comprise unlisted shares
that are measured at cost. They are in level 3. The fair value
of these investments could not be determined reliably and
the estimate fluctuates significantly or the probabilities
within the range of different estimates are not reasonably
determinable to be used to estimate the fair value.
-13,427
13,141
1,517
Finance lease liabilities
The fair values of finance lease liabilities are based on the
discounted future cash flows. The discount rate used is the
market interest rates for homogeneous lease agreements.
As of 31 December 2013, the contractual maturity of interest-bearing liabilities was as follows:
2014
Loans from financial institutions
Trade payables
Finance lease liabilities
Forward exchange contracts
Outflow
Inflow
Other
23,467
9,951
352
32 129
2017
2018
47
Trade and other payables or receivables
For trade payables and other receivables than those arising
from derivative instruments the notional amount equals
their fair value as the discounting has no material effect
considering the short maturity of these items.
13
Following discount rates were used for determining fair
value:
2,414
The Group’s objective when managing capital is to secure
the continuity of the business and to make investments
possible with optimal capital structure. The capital structure
of the Group is reviewed by the Board of Directors on a
regular basis.
The Group monitors its capital on the basis of leverage
ratio, the ratio of interest-bearing net debt to interest-bearing net debt, plus total equity. Interest-bearing net debt is
calculated as borrowings less cash and cash equivalents.
The Group’s objective to maintain the leverage less than
50%. The leverage ratio as of 31 December 2014 and 2013
was as follows:
Leverage ratio
272
2016
-7,842
7,633
Capital risk management
Total borrowings
Cash and cash equivalents
Interest-bearing net debt
Total equity
Interest-bearing net debt and total
equity
2015
2014
24,379
17,672
6,707
70,682
2013
24,269
15,229
9,040
65,552
77,389
74,592
8,7%
12.1%
Teleste, enabling digital evolution
22 FAIR VALUES OF FINANCIAL ASSETS AND
LIABILITIES
All other financial assets and liabilities are measured at their
fair values in the consolidated balance sheet except for the
long-term bank loan, which is measured at amortised cost.
Finance lease liabilities
2014
2013
1.5%
2.1%
Derivative instruments
Teleste uses forward exchage contracts to hedge its balance sheet items against transaction risk. The changes in
the fair values of forward exchage contracts designated as
hedging instruments are fully recognised through profit and
loss. The fair value changes of forward exchange contracts
amounted to 65 thousand euro in 2014 (2013: -209 thousand euro) and they are recognised as adjustements to
sales. Long term bank loans are hedged by a interest swap
contract. For this interest swap contract Teleste apply
hedge accounting. The fair value changes of interest swap
contracts amounted to -31 thousand euro. The change in
fair value -25 thousand euro is entered in the total comprehensive income. The currency exchange contracts and interest swap contracts are in level 2.
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
Carrying amounts of financial assets and liabilities by measurment categories
Note
2014 Balance item
Non current financial assets
Other financial assets
Current financial assets
Trade and other receivables
Forward exchange contracts
Carrying amount by category
Loans and
receivables
15
25
701
701
701
0
39,635
65
40,401
39,635
65
40,401
39,635
399
196
595
595
18
25
20
20
319
31
23,465
23,784
31
12,515
23
36,948
23,784
31
12,515
23
36,948
Carrying amount
by balance
sheet item
Fair Value
294
294
0
35,238
35,532
35,238
35,532
749
0
0
12,515
23
36,199
Financial assets and
liabilities at fair value
through income
statement
Loans and
receivables
Available for sale
financial assets
Financial liabilities
measured at
amortized cost
294
15
0
35,238
35,238
294
18
454
16
470
470
18
25
25
20
20
342
209
6
23,458
23,799
209
6
9,951
9
34,445
23,799
209
6
9,951
9
34,445
1,011
GROUP
701
39,635
65
65
12
Non-current financial liabilities
Interest-bearing liabilities
Current financial liabilities
Interest-bearing liabilities
Forward exchange contracts
Interest swap contracts
Trade and other payables
Other current liabilities
Carrying amount by category
Fair Value
18
Note
2013 Balance item
Non current financial assets
Other financial assets
Current financial assets
Trade and other receivables
Carrying amount by category
Financial liabilities
measured at
amortized cost
Carrying amount
by balance
sheet item
Available for sale
financial assets
12
Non-current financial liabilities
Interest-bearing liabilities
Current financial liabilities
Interest-bearing liabilities
Interest swap contracts
Trade and other payables
Other current liabilities
Carrying amount by category
REPORT OF
THE BOARD OF DIRECTORS
Financial assets and
liabilities at fair value
through income
statement
PARENT COMPANY
0
Corporate
governance
0
SHARES AND SHAREHOLDERS
9,951
9
33,434
Annual Report
FINANCIAL STATEMENTS 2014 33
23 ADJUSTMENTS TO CASH FLOWS FROM
OPERATING ACTIVITIES
1,000 €
2014
25 COMMITMENTS AND CONTINGENCIES
Non-cash transactions:
Depreciation and amortisation
Employee benefits
Total
4,211
0
4,211
4,628
83
4,711
24 OPERATING LEASES
Group as lessee
Minimum lease payments on non-cancellable operating leases
are payable as follows:
Less than one year
Between one and five years
More than five years
Total
565
665
1,337
2,567
1,000 €
2014
2013
Rental and leasing liabilities
Rental liabilities
Lease liabilities
2,567
2,992
2,626
4,122
Currency derivatives
Value of the underlying forward
contracts
Market value of the forward
contracts
13,141
7,633
65
-209
Interest swap contracts
Value of the underlying interest
swap contracts
Market value of interest swap
contracts
11,000
11,000
-31
-6
2013
650
619
1,357
2,626
The Group leases factory and office facilities outside Finland
under operating leases. The leases typically run for a period
of 2–5 years, normally with an option to renew the lease
after that date. According to the index clauses of the leases
lease payments are increased every two years.
34 Teleste, enabling digital evolution
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
26 RELATED PARTY TRANSACTIONS
Teleste Group has related party relationships with its Board members and CEO.
Companies owned by the Group and parent company
Parent company Teleste Oyj, Turku, Finland
Asheridge Communications Ltd, Chesham, UK
Asheridge Communications Espana S.L, Alcobendas, Spain
Asheridge Communications Poland Sp z.o.o, Wroclaw, Poland
Asheridge Investments Ltd, Chesham, UK
Cableway Management GmbH, Bergisch Gladbach, Germany
Cableway AG, Bergisch Gladbach, Germany
Cableway Nord GmbH, Bergisch Gladbach, Germany
Cableway Süd GmbH & Co. KG , Munich, Germany
Dinh TeleCom S.A., Herstal, Belgium
Flomatik A/S, Porsgrun, Norway
Flomatik Network Services Ltd. Fareham, UK
Kaavisio Oy, Turku, Finland
Satlan S.p.zoo, Wroclaw, Poland
Teleste Belgium SPRL, Brussels, Belgium
Teleste d.o.o., Ljutomer, Slovenia
Teleste Electronics (SIP) Co., Ltd, Shuzhou, China
Teleste France SAS, Paris, France
Teleste FZ LLC, Fujairah, UAE
Teleste GmbH, Hildesheim, Germany
Teleste India Ptv. Mumbai, India
Teleste LLC, Georgetown Texas, USA
Teleste Networks Services S.A. Yverdon, Switzerland
Teleste Services GmbH, Hildesheim, Germany
Teleste Sweden AB, Stockholm, Sweden
Teleste UK Ltd, Cambridge, UK
Teleste Video Networks Sp z.o.o, Krakov, Poland
The key management personnel compensations
1,000 €
CEO
Salaries and other short-term benefits
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
Corporate
governance
Group holding, %
Group voting, %
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
2014
2013
438
533
SHARES AND SHAREHOLDERS
During 2014 no options were granted to the management of Teleste (2013: 0 options). The terms of the management share option plans are similar to those of other
employees’ share option plans, except for the terms of
2007 options. According to the 2007 option terms the
recipient has to subscribe Teleste shares to the amount
that equals his net annual salary. At 31 December 2014
management did not have any options (2013: no options of
which 0 were exercisable). Management of the parent company has 0,66% or 125,652 of the parent company’s
shares (2013: 0,59% or 111,079 shares) CEO holding in
Teleste Management II Ltd 31.25%.
A voluntary pension fee for CEO amounted 50 thousand euro (49 thousand euro in 2013), which amount is not
included in the paid salary and remuneration.
1,000 €
2014
2013
40
28
41
29
28
28
28
29
0
28
28
438
618
1
29
29
533
719
The key management personnel
compensations
Marjo Miettinen, Chairman of the Board
Pertti Ervi, Member of the Board
Jannica Fagerholm, Member of the
Board
Esa Harju, Member of the Board
Pentti Raatikainen,
Member of the Board until 12 April
2013
Kai Telanne, Member of the Board
Petteri Walldén, Member of the Board
Jukka Rinnevaara, CEO
Total
Annual Report
FINANCIAL STATEMENTS 2014 35
The contractual age of retirement of CEO of the parent
company, Jukka Rinnevaara, is 60. As to the contract, his
term of notice has been specified as six (6) months in case
the President and CEO decides to withdraw, and eighteen
(18) months should the contract be terminated by the company. A fixed remuneration for the Board is paid as shares
of the company in accordance with the decision of the
Annual General Meeting. Remuneration of Board Meetings
are paid in cash.
No cash loans were granted to nor commitments
assumed or collaterals given regarding CEO or the members of the Board of Directors in 2014 and 2013.
The Board of Directors of Teleste decided 5 December
2011 on a share issue against payment directed to Teleste
Management II. In the share issue, a maximum total of
542,000 new shares in Teleste will be offered for subscription by Teleste Management II, in derogation from the
shareholders’ pre-emptive subscription rights. There are
weighty financial reasons for the derogation from the
shareholders’ pre-emptive subscription rights as the shares
to be issued in the share issue will be used for the implementation of the incentive and commitment plan of the
members of the Teleste Management Group.
For the purpose of the share ownership, some of the
members of the Management Group have established a limited liability company named Teleste Management II Oy
(“Teleste Management II”), whose entire capital stock they
or corporations over which they exercise control own. Upon
establishment of the Plan, the intention of Teleste Management II is to acquire Teleste shares for a maximum of EUR
1,600,000, in total. The share acquisition was financed by
capital investments in Teleste Management II by members
of the Management Group, in the maximum total amount
of EUR 320,000, as well as by a loan provided by Teleste.
Some of the members of the Management Group did
finance their capital investments in Teleste Management II
by selling the Teleste shares they currently hold.
When the plan is implemented in full, the members of
the Management Group (non controlling interest) will hold
2.85% of the Teleste’s shares through Teleste Management II. There is a plan to dissolve this arrangement with
shares and cash during first half of 2015. There is no restrictions according IFRS 12.
36 Teleste, enabling digital evolution
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
27 SUBSEQUENT EVENTS
The Group management is not aware of any significant
events occurred after the balance sheet date, which would
have had an impact on the financial statements.
Teleste has acquired 7th of January 2015 the entire
share capital of Mitron Group Oy Ltd. – the Finnish provider
of public transportation information systems and modern
display solutions. Systems manufactured by Mitron are
used on trains and railway stations, subways, airports and
in urban traffic. Mitron runs its design and manufacturing
operations in Forssa and Tampere with subsidiaries in
Poland, Germany and Switzerland. More than 90 per cent
of the company’s net sales consist of exports. Mitron
strengthens Teleste’s position as a supplier of end-to-end
video security and information management solutions for
the rail segment.
In 2014, Mitron’s net sales exceeded EUR 22.0 million.
The transaction is expected to increase Teleste’s 2015 net
sales more than EUR 22 million and the impact on Teleste´s
operating profit is estimated to be positive. While the
impact of this acquisition on equity ratio will not be significant, Teleste’s gearing will increase moderately. The equity
of the acquired company is approximately EUR 5 million
and the total assets are approximately EUR 15 million at
the closing date. The initial purchase price of the company’s
entire share capital stands at EUR 8 million. This price may
increase depending on the development of the net profit of
the acquired company in the next two years. The initial purchase price will be paid mainly in cash. The transaction
becomes effective on 7 January 2015. Through the acquisition Teleste personnel increases by 120 persons and
Mitron’s current management will continue to be in charge
of the business. The business will be integrated into the
video surveillance business unit within Teleste’s Video and
Broadband Solutions Business Area.
The initial accounting for this business combination is
incomplete when Teleste financial statement s for 2014 is
published, therefore all required information according IFRS
3 cannot be disclosed.
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
INCOME STATEMENT OF PARENT COMPANY 1.1. – 31.12.2014
Note
2014
2013
Net sales
Change in inventories of finished goods
Other operating income
1
67,677
-77
2,669
63,807
856
2,244
Material and services
Personnel expenses
Depreciation and amortisation
Other operating expenses
Operating profit
3
4
5
-29,088
-21,930
-930
-14,905
3,417
-29,414
-20,285
-799
-14,173
2,237
Financial income and expenses
Profit before extraordinary items
6
3,319
6,737
6,148
8,385
Extra ordinary items
Profit before taxes
7
0
6,737
0
8,385
Appropriations
8
267
143
Direct taxes
Profit for the financial period
9
-907
6,096
-772
7,757
1,000 €
REPORT OF
THE BOARD OF DIRECTORS
GROUP
2
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
FINANCIAL STATEMENTS 2014 37
balance sheet 31.12.2014
Note
2014
2013
Non-current assets
Intangible assets
Property, plant and equipment
Long-term receivables
Investments
10
10
11
12
1,771
4,819
20,789
34,597
61,975
2,053
5,282
30,013
24,572
61,920
Current assets
Inventories
Trade and other receivables
Cash and cash equivalents
13
14
15
7,029
23,030
5,490
35,549
6,349
20,717
3,761
30,827
97,524
92,747
16
16
16
16
16
6,967
1,504
5,563
36,432
6,096
56,562
6,967
1,504
6,516
32,138
7,757
54,881
8
576
843
Provisions
17
1,616
1,249
Liabilities
Long-term liabilities
Short-term liabilities
18
19
0
38,770
38,770
0
35,774
35,774
97,524
92,747
1,000 €
Total assets
Shareholders' equity
Share capital
Share premium
Invested non-restricted equity
Retained earnings
Profit for the financial period
Appropriations
Total equity and liabilities
38 Teleste, enabling digital evolution
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
CASH FLOW STATEMENT
2014
2013
6,737
8,385
930
-3,319
-367
3,980
799
-6,148
300
3,336
-2,313
-680
3,159
4,147
-630
3,949
-1,092
6,374
146
-129
-2,987
366
-479
6,125
-1,458
4,554
Investments
Payment of other tangible assets
Investments in subsidiary shares
Proceeds from sale of tangible and intangible assets
Loans granted
Available-for-sale investments
Cash flow from investments
-184
0
0
-1,086
-407
-1,677
-436
-2,585
82
-2,468
0
-5,407
Financing
Short-term liabilities
Long-term liabilities
Paid dividends and other profit distribution
Proceed from issue of new shares
Cash flows from financing activities
1,000
-1,000
-3,463
496
-2,967
5,000
-3,000
-3,119
270
-849
Change in liquid funds
Liquid funds 1.1.
Liquid funds 31.12.
1,729
3,761
5,490
-1,702
5,463
3,761
1,000 €
Cash flow from operations
Profit before extraordinary items
Adjustments
Depreciations according plan
Financial income and expenses
Other items
Cashflow before changes in working capital
Changes in working capital
Increase (-) /decrease (+) in trade and other receivables
Increase (-) / decrease (+) in inventories
Increase (+) / decrease (-) in trade payables
Cashflow before financial items
Paid interest
Interests and dividends received
Income taxes paid
Cash flow from operations
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
FINANCIAL STATEMENTS 2014 39
ACCOUNTING PRINCIPLES
ACCOUNTING PRINCIPLES OF TELESTE
CORPORATION
Teleste Corporation is the parent company of the Teleste
Group. Business ID of Teleste Corporation is 1102267-8
with registered office in Turku. The company registered
address is Telestenkatu 1 20660 Littoinen.
Foreign Currency Transactions
Intangible assets
Goodwil
Other capitalised expenditure
Buildings
Machinery
Computers
3 years
8 years
3 years
25 to 33 years
3 to 5 years
0 to 3 years
Transactions in foreign currencies are recorded at the rates
of exchange prevailing on the date of the transaction. At
the end of the accounting period, unsettled foreign currency
balances are translated into the accounting currency at the
closing rate on the balance sheet date. Foreign exchange
gains and losses on trade accounts receivable and payable
are adjusted to revenues and operating expenses, respectively. Other foreign exchange gains and losses are recorded
as financial income and expenses.
Write-downs on permanent impairment of the assets are
recorded when it becomes evident that the carrying amount
is not recoverable.
Companies acquired or established during the financial
period are included in the subsidiary shares as of date of
acquisition or formation. Companies disposed of in the
financial period have been included in the subsidiary shares
up to the date of disposal.
Long-term investments and receivables include financial
assets, which are intended to be held for over one year.
Derivatives
Leased Assets
The company has currency forward exchange agreements.
Exchange agreements are designed to eliminate the effect
of currency exposures on the company performance and
financial standing. The interest swap agreements are taken
for specicig long term floating interest loans to eliminate
the interest risk.
Our corporate hedging policy is to cover all material currency risks at least six months ahead. The effect on company performance of the exchange rate agreements is
recorded on their exercise day.
Purchases made under operating leases and capital leases
are entered into income statement as renting expenses.
Valuation of Fixed Assets
Cash and cash equivalents include cash in hand and in bank.
Short-term investments include other funds equivalent to
cash, such as commercial papers.
The balance sheet values for fixed assets are stated as historical cost, less the accumulated depreciation and amortisation. Depreciation and amortisation is calculated on
straight-line basis over the expected useful lives of the
assets. Estimated useful lives for various assets are:
40 Teleste, enabling digital evolution
Inventories
Inventories are stated at the lower of cost or net realisable
value. Acquisition cost is determined using the first-in-firstout (FIFO) method. In addition to variable expenditure,
value of inventory includes their share of the fixed expenditure under purchases and manufacturing.
Net Sales
Net sales include revenue from services rendered and
goods sold, adjusted for discounts granted, sales-related
taxes and effects of the translation differences. Revenue is
recognised when services are rendered, or when the goods
are delivered to the customer.
Research and Development
R&D expenses are recorded as revenue expenditure.
Pension Arrangements
The statutory pension liabilities of Finnish companies are
funded through pension insurance.
Income Taxes
Income tax includes tax on profit for the current financial
period and the accrual adjustment for the preceding financial period.
Treasury shares
Treasury shares acquired by the Group are not included in
balance. As to this, final accounts for the year of comparison have been adjusted by eliminating the value of treasury
shares from the company fixed assets and the equity. This
adjustment is based on an amendment of the Finnish
accounting legislation. Use of own shares are recognised in
invested non-restricted equity since 3 April 2007.
Cash
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
NOTES TO THE CONSOLIDATED INCOME
STATEMENT AND BALANCE SHEET OF
PARENT COMPANY 31.12.2014
1 Net sales
2014
1,000 €
Net sales by segments
Video and Broadband Solutions
Network Services
Total
66,190
1,487
67,677
Net sales by market area
Finland
Nordic countries
Other Europe
Others
Total
13,710
8,577
39,934
5,456
67,677
2013
62,638
1,169
63,807
11,963
9,615
35,011
7,218
63,807
2 Other operating income
R&D subvention and others
Total
2,669
2,669
2,244
2,244
3 Material and services
Purchases
Change in inventories
-28,685
757
-27,928
-1,160
-29,088
Purchased services
Total
-28,092
-727
-28,819
-595
-29,414
4 Personnel expenses
5 Depreciation according to plan
1,000 €
Wages and salaries
Pension costs
Other personnel costs
Total
Remuneration to Board members and
Managing Directors
Marjo Miettinen, Chairman of the Board
Pertti Ervi, Member of the Board
Jannica Fagerholm, Member of the
Board
Esa Harju, Member of the Board
Pentti Raatikainen, Member of the
Board until 12 April 2013
Kai Telanne, Member of the Board
Petteri Walldén, Member of the Board
Jukka Rinnevaara, CEO
Yhteensä
2014
2013
-17,829
-3,120
-981
-21,930
-16,492
-2,886
-907
-20,285
-40
-28
-41
-29
6 Financial income and
expenses
-28
-28
-28
-29
0
-28
-28
-438
-618
-1
-29
-29
-533
-719
Interest income
Interest income from Group companies
Interest expenses
Interest expenses to Group companies
Currency differences
Other financial income and expenses
Dividend income from Group
companies
Dividend income
Total
Cash loans, securities or contingent liabilities were not granted
to the President or to the members of the Board of Directors.
Year-end personnel
Average personnel
382
379
373
376
Personnel by function at the year-end
Research and Development
Production and Material Management
Sales and marketing
Administration
Total
101
223
30
28
382
101
215
30
27
373
2014
2013
-177
-306
-165
-274
-8
-930
-203
-283
-145
-160
-8
-799
5
944
-323
-73
92
-66
-16
1,384
-329
-81
75
433
2,739
2
3,319
4,680
2
6,148
0
0
Change in accumulated depreciation
difference
Buildings
Other capitalized expenditure
Total
29
238
267
-11
154
143
Accumulated depreciation in excess of
plan
576
843
-931
24
-907
-808
36
-772
1,000 €
Other capitalized expenditure
Buildings
Machinery and equipment
Goodwill
Other intangible rights
Total
7 Extraordinary items
Paid group contribution
8 Appropriations and
deferred tax assets and
liabilities in the parent
company
9 Income taxes
Direct taxes
Taxes from previous years
Total
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
FINANCIAL STATEMENTS 2014 41
10 Tangible and intangible assets
Acquisition cost 1.1.
Increases
Acquisition cost 31.12.
13 INVENTORIES
Machinery
8,488
155
8,643
Other
capitalized
expenditure
4,362
14
4,376
Total
21,697
185
21,882
-4,117
-306
-4,423
-8,180
-165
-8,345
-4,118
-177
-4,295
-16,415
-648
-17,063
4,440
298
81
4,819
Intangible
assets
7,619
0
7,619
Goodwill
2197
0
2,197
Total
9,816
0
9,816
Buildings
8,847
16
8,863
-7,603
-8
-7,611
-160
-274
-434
-7,763
-282
-8,045
8
1,763
1,771
Accumulated depreciation 1.1.
Depreciation
Accumulated depreciation 31.12.
Book value 31.12.2014
Book value of machinery and equipment
31.12.2014
Book value of machinery and equipment
31.12.2013
273
308
1,000 €
2014
2013
Raw materials and
consumables
Work in progress
Finished goods
Total
2,616
2,450
1,963
7,029
1,859
2,771
1,719
6,349
10,325
7,889
11,089
1,616
23,030
11,570
1,258
20,717
5,490
3,761
14 Current assets
Accounts receivables
Accounts receivables from
Group companies
Accrued income
Total
15 Liquid funds Cash and cash
equivalents
11 Long term receivables
1,000 €
Subordinated loan from
group company
Other long term
receivables
Total
12 Investments
2014
2013
Parent company
457
448
20,331
20,788
29,565
30,013
Acquisition cost 1.1.
Increases
Acquisition cost 31.12.
Accumulated depreciation
1.1.
Disposals
Accumulated depreciation
31.12.
Book value 31.12.2014
42 Teleste, enabling digital evolution
REPORT OF
THE BOARD OF DIRECTORS
GROUP
Shares in
group
companies
Shares
others
Total
29,909
10,080
39,989
714
407
1,121
30,623
10,487
41,110
-5,624
-462
-428
0
-6,052
-462
-6,086
-428
-6,514
33,903
693
34,597
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
16 Changes in shareholders’ equity
17 Obligatory provisions
20 Contingent liabilities
and pledged assets
1,000 €
2014
2013
1,000 €
2014
2013
Share capital 1.1.
Share capital 31.12.
6,967
6,967
6,967
6,967
Guarantee provision
1,616
1,249
0
0
23,000
23,000
0
4,146
10
2,912
1,381
486
680
523
3,080
6,676
38,770
2,927
5,722
35,774
18 Long term liabilities
Share premium fund 1.1.
Share premium fund 31.12.
1,504
1,504
1,504
1,504
Invested non-restricted equity 1.1.
Purchases of own shares
Share issues
Invested non-restricted equity 31.12.
6,516
-1,448
495
5,563
5,784
0
732
6,516
Retained earnings 1.1.
Dividends
Retained earnings 31.12.
Profit for the financial
period
Accumulated profit 31.12.
Total
39,895
-3,463
36,432
35,258
-3,119
32,138
6,096
42,528
56,562
7,757
39,895
54,881
Company's distributable equity 31.12.
48,091
46,411
Bank Loan
19 Short term liabilities
Bank loans
Advance payments from Group
companies
Accounts payables
Accounts payables from Group
companies
Other current liabilities
Other current liabilities from Group
companies
Accrued liabilities
Total
GROUP
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
2014
2013
658
824
1,482
782
870
1,652
117
216
1,154
1,487
112
128
1,269
1,509
0
0
0
0
13,427
65
11,000
-31
7,198
-159
11,000
-6
Rental liabilities
Less than one year
Between one and five years
More than five years
Liabilities on own behalf
Bank guarantees
Guarantees given on behalf of
subsidiaries
21 Currency derivates
Value of underlying forward contracts
Market value of forward contracts
Interest rate swap
Market value of interest rate swap
Company’s registered share capital consists of one serie
and is divided into 18,985,588 shares at 1 vote each.
REPORT OF
THE BOARD OF DIRECTORS
Leasing liabilities
For next year
For later years
Total
Annual Report
FINANCIAL STATEMENTS 2014 43
24 Shares and owners
22 Companies owned by the Group and parent company
Asheridge Communications Espana S.L, Alcobendas, Spain
Asheridge Communications Ltd, Chesham, UK
Asheridge Communications Poland SP z.o.o, Wroclaw, Poland
Asheridge Investments Ltd, Chesham, UK
Cableway Management GmbH, Bergisch Gladbach, Germany
Cableway AG, Bergisch Gladbach, Germany
Cableway Nord GmbH, Bergisch Gladbach, Germany
Cableway Süd GmbH & Co. KG , München, Germany
Dinh TeleCom S.A., Herstal, Belgium
Flomatik A/S, Porsgrun, Norway
Flomatik Network Services Ltd., Fareham, UK
Kaavisio Oy, Turku, Finland
Satlan s.p.zoo,Wroclaw, Poland
Teleste Belgium SPRL, Brussels, Belgium
Teleste d.o.o., Ljutomer, Slovenia
Teleste Electronics (SIP) Co., Ltd, Shuzhou, China
Teleste France SAS, Paris, France
Teleste FZ LLC, Fujairah, UAE
Teleste GmbH, Hildesheim, Germany
Teleste India Ptv., Mumbai, India
Teleste LLC, Georgetown Texas, USA
Teleste Network Services S.A., Yverdon, Switzerland
Teleste Services GmbH, Hildesheim, Germany
Teleste Sweden AB, Stockholm, Sweden
Teleste UK Ltd, Cambridge, UK
Teleste Video Networks Sp zoo , Krakov, Poland
Group holding
share %
Parent company’s
share %
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
0
0
0
0
0
0
0
0
1
100
100
100
100
100
100
100
100
100
0
100
100
100
100
100
100
100
Management interest
CEO and Board Members
Number of
shares
125,652
Audit expenses
KPMG
Auditing assignments
Tax consultancy
Other assignments
Total
Percentage of
share
capital, %
0.66%
Percentage of
votes, %
0.66%
2014
2013
-44
-24
-8
-76
-41
-43
-43
-127
Asheridge Communications Limited (02704083) and Asheridge Investments Limited (05418313) have taken advantage of the audit
exemption provisions under section 479A of the Companies Act 2006 in the UK relating to subsidiary companies.
23 Own shares
Teleste Oyj owns own shares 31.12.2014
44 Teleste, enabling digital evolution
REPORT OF
THE BOARD OF DIRECTORS
Number of
shares
Percentage of
share capital and
votes %
647,654
3.41%
GROUP
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
25 SHARES AND SHAREHOLDERS
Major shareholders 31 December 2014
Number of shares
%
4,409,712
1,679,200
963,860
824,641
647,654
630,712
542,000
521,150
500,000
300,000
11,018,929
23.23
8.84
5.08
4.34
3.41
3.32
2.85
2.74
2.63
1.58
58.02
EM Group Oy
Mandatum Life Insurance Company Limited
Ilmarinen Mutual Pension Insurance Company
Kaleva Mutual Insurance Company
Teleste Oyj
OP-Finland Small Firms Fund
Teleste Management II Oy
Varma Mutual Pension Insurance Company
The State Pension Fund
Danske Invest Finnish Small Cap Fund
Total (10)
Sector Dispersion 31 December 2014
Households
Public sector institutions
Financial and insurance institutions
Corporations
Non-profit institutions
Foreign and nominee registered owners
Total
Shareholders
4,626
3
18
248
27
40
4,962
%
93.23
0.06
0.36
5.0
0.54
0.81
100.00
Shares
4,545,768
1,985,010
3,869,397
7,263,897
368,048
953,468
18,985,588
%
23.9
10.5
20.4
38.3
1.9
5.0
100.00
Holding Dispersion 31 December 2014
1–100
101–500
501–1,000
1,001–5,000
5,001–10,000
10,001–50,000
50,001–100,000
100,001–500,000
500,001–
Total
of which nominee registered
Shareholders
1,116
2,157
758
747
88
69
3
16
8
4,962
%
22.5
43.5
15.3
15.1
1.8
1.4
0.1
0.3
0.2
100.0
Shares
73,984
588,322
624,039
1,641,409
628,171
1,356,609
258,152
3,595,973
10,218,929
18,985,588
724,480
%
0.4
3.1
3.3
8.6
3.3
7.1
1.4
18.9
53.8
100.0
3.8
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
FINANCIAL STATEMENTS 2014 45
Proposal for the Distribution of Earnings
The parent company’s distributable equity as of 31 December 2014 stood at EUR 48,091,658.69.
As to the Annual General Meeting scheduled for 9 April 2015, the Board proposes that a dividend of EUR 0.20 (0.19)
per share be paid for the outstanding shares for the year 2014.
Signatories to the Annual Report and Financial Statements
4 February 2015
Marjo Miettinen Chairperson of the Board
Pertti Ervi
Member of the Board
Jannica Fagerholm
Member of the Board
Esa Harju
Member of the Board
Kai Telanne Member of the Board
Petteri Walldén
Member of the Board
Jukka Rinnevaara
CEO
The Auditor’s note
Our auditors report has been issued today
4 February 2015
KPMG OY AB
Esa Kailiala
Authorised Public Accountant
46 Teleste, enabling digital evolution
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
AUDITOR’S REPORT
This document is an English translation of the Finnish auditor’s report. Only the Finnish version of the report is legally binding.
To the Annual General Meeting of
Teleste Corporation
Auditor’s Responsibility
We have audited the accounting records, the financial statements, the report of the Board of Directors, and the administration of Teleste Corporation for the year ended 31
December 2014. The financial statements comprise the
consolidated statement of financial position, income statement, statement of comprehensive income, statement of
changes in equity and statement of cash flows, and notes
to the consolidated financial statements, as well as the parent company’s balance sheet, income statement, cash flow
statement and notes to the financial statements.
Responsibility of the Board of
Directors and the President and CEO
The Board of Directors and the President and CEO are
responsible for the preparation of consolidated financial
statements that give a true and fair view in accordance with
International Financial Reporting Standards (IFRS) as
adopted by the EU, as well as for the preparation of financial statements and the report of the Board of Directors
that give a true and fair view in accordance with the laws
and regulations governing the preparation of the financial
statements and the report of the Board of Directors in Finland. The Board of Directors is responsible for the appropriate arrangement of the control of the company’s accounts
and finances, and the President and CEO shall see to it that
the accounts of the company are in compliance with the law
and that its financial affairs have been arranged in a reliable
manner.
REPORT OF
THE BOARD OF DIRECTORS
GROUP
Our responsibility is to express an opinion on the financial
statements, on the consolidated financial statements and
on the report of the Board of Directors based on our audit.
The Auditing Act requires that we comply with the requirements of professional ethics. We conducted our audit in
accordance with good auditing practice in Finland. Good
auditing practice requires that we plan and perform the
audit to obtain reasonable assurance about whether the
financial statements and the report of the Board of Directors are free from material misstatement, and whether the
members of the Board of Directors of the parent company
or the President and CEO are guilty of an act or negligence
which may result in liability in damages towards the company or have violated the Limited Liability Companies Act or
the articles of association of the company.
An audit involves performing procedures to obtain audit
evidence about the amounts and disclosures in the financial
statements and the report of the Board of Directors. The
procedures selected depend on the auditor’s judgment,
including the assessment of the risks of material misstatement, whether due to fraud or error. In making those risk
assessments, the auditor considers internal control relevant to the entity’s preparation of financial statements and
report of the Board of Directors that give a true and fair
view in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of
expressing an opinion on the effectiveness of the company’s internal control. An audit also includes evaluating the
appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the
financial statements and the report of the Board of Directors.
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
We believe that the audit evidence we have obtained is
sufficient and appropriate to provide a basis for our audit
opinion.
Opinion on the consolidated financial
statements
In our opinion, the consolidated financial statements give a
true and fair view of the financial position, financial performance, and cash flows of the group in accordance with
International Financial Reporting Standards (IFRS) as
adopted by the EU.
Opinion on the company’s financial
statements and the report of the Board
of Directors
In our opinion, the financial statements and the report of
the Board of Directors give a true and fair view of both the
consolidated and the parent company’s financial performance and financial position in accordance with the laws
and regulations governing the preparation of the financial
statements and the report of the Board of Directors in Finland. The information in the report of the Board of Directors
is consistent with the information in the financial statements.
Helsinki, 4 February 2015
KPMG OY AB
Esa Kailiala
Authorized Public Accountant
Annual Report
FINANCIAL STATEMENTS 2014 47
Corporate Governance
Statement 2014
This Corporate Governance Statement report has been
drawn up on the basis of Chapter 7 Section 7 of the Securities Markets Act and of the recommendation 54 specified in
the Finnish Corporate Governance Code 2010 available in
the Securities Market Association website at www.cgfinland.fi. The Corporate Governance Statement will be issued
separately from the Board of Directors’ Report, and the provided data is based on situation dated on December 31,
2014.
of the Board of Directors and the CEO, and the election of
the members of the Board of Directors and the auditor.
Responsibilities of the General Meeting also include e.g.
making amendments to the Articles of Association, decision-making concerning share issues, granting of entitlements to options and other special rights, procurement and
redeeming of company’s own shares and reduction of share
capital. Teleste Corporation’s General Meeting shall be convened by the Board of Directors.
Corporate Governance
Board of Directors
Teleste Corporation aims at organizing its management in a
consistent and functional manner. The governance is based
on the Finnish Companies Act and Teleste Corporation’s
Articles of Association. Teleste shares are listed on the
NASDAQ OMX Helsinki Oy (hereafter Stock Exchange). The
company abides by the Securities Markets Act, rules and
regulations for the listed companies issued by the Stock
Exchange, including the Finnish Corporate Governance
Code, and rules and regulations issued by the Financial
Supervisory Authority. Since 1 March 2000, Teleste complies with the insider guidelines of the Stock Exchange in
their valid form at any given time. These insider guidelines
are complemented by Teleste’s internal guidelines. The
company has confirmed the set of applied values.
Rules of Procedure
It is the function of Teleste Corporation’s Board of Directors
to manage the company in accordance with the law, statutory regulations, Articles of Association and decisions taken
by the General Meeting. The operating procedures and main
duties of the Board of Directors have been specified in the
Board’s Rules of Procedure. The Board shall resolve any
matters of great importance in terms of scope and magnitude to the Group’s operation. The Board oversees and
assesses the operation of the CEO and the Management
Group. The Board decides on the criteria of the company’s
compensation system and makes decisions on any other
far-reaching issues related to personnel.
In line with the view adopted by the Board of Teleste
Corporation, the proceedings of the Board will be carried
out in an optimum way without formation of separate committees but by involving the entire Board in the so-called
committee proceedings. The Board is also carrying out the
duties of the Audit Committee.
The Board shall conduct an annual evaluation of its performance and working methods. The Board of Teleste Corporation has laid down rules of procedure according to
which the essential duties of the Board include the following:
General Meeting
The General Meeting of Teleste Corporation is the highest
decision-making body of the company. It is held at least
once a year by the end of June as specified in the Articles of
Association. The Annual General Meeting (hereafter AGM) is
held in Helsinki in the customary manner.
The General Meeting decides matters specified for it to
decide in the Finnish Companies Act. Issues decided by the
AGM include approval of the financial statement, allocation
of profit shown in the balance sheet, discharge from liability
48 Teleste, enabling digital evolution
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
•
•
•
•
•
•
•
•
Provision for the company business strategy and its
revision at regular intervals,
Approval of annual budgets and supervision of their
implementation,
Decisions concerning major investments and divestments,
Handling and approval of annual financial statements
and interim reports,
Appointment of the CEO and discharging him from his
duties and specification of his responsibilities and
conditions of work,
Decisions concerning incentive and bonus systems
involving management as well as personnel and presentation of any related proposals to the AGM as
required,
Annual revision of any essential risks related to the
company operation and management thereof,
Laying down the company values and policies.
Election and Term of Office of the Board of Directors
According to the Articles of Association, the Board consisting of a minimum of three and a maximum of eight members will be elected annually at the Annual General Meeting.
Members shall hold office until the end of the next Annual
General Meeting. The Board shall elect Chairman of the
Board from amongst its members.
In its meeting held on April 1, 2014, the AGM elected
the six persons specified below to the Board of Directors of
Teleste Corporation. Marjo Miettinen was elected Chairperson by the members of the Board.
• Marjo Miettinen, Chairperson, b. 1957, M.Sc. (Ed.), EM
Group Oy, Board Professional, Board Member since
2009
• Pertti Ervi, Member of the Board, b. 1957, B.Sc. (Eng.),
Independent Consultant, Board Member since 2009
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
Jannica Fagerholm, Member of the Board, b. 1961,
M.Sc. (Econ.), Signe and Ane Gyllenberg Foundation,
Managing Director, Board Member since 2013
• Esa Harju, Member of the Board, b. 1967, M.Sc. (Eng.),
Ixonos Plc, President and CEO, Board Member since
2012
• Kai Telanne, Member of the Board, b. 1964, M.Sc.
(Econ.), Alma Media Corporation, CEO, Board Member
since 2008
• Petteri Walldén, Member of the Board, b. 1948, M.Sc.
(Eng.), Board Member since 2009
•
The Members of the Board are not employed by the company, and are in line with the issued Finnish recommendations independent of the company and any significant
shareholders of it with the exception of Chairperson Marjo
Miettinen, who is a Board Member of EM Group Oy, a significant shareholder.
In 2014, the Board of Directors of Teleste Corporation
had 9 meetings. The attendance of the Directors at the
Board meetings was 100%. In addition to the Members of
the Board the meetings were attended by the CEO, the
Deputy CEO and concerning interim reports also the CFO
and persons invited separately as required.
Remuneration for the Members of the Board
The remuneration of the Members of the Board of Directors
is decided on by the Annual General Meeting. On April 1,
2014, the AGM decided that the Chairman of the Board be
paid until the next AGM EUR 40 000 per year and each
Member EUR 28 000 per year. Remuneration for the Members of the Board will be paid so that 40% of the specified
annual amount will be used to purchase Teleste’s shares or
alternatively the shares may be conveyed by using the own
shares held by the company, and the rest will be paid in cash.
Salaries, remuneration and other benefits paid in 2014
to the Board of Directors were as follows:
• Marjo Miettinen, EUR 40 000 including 3 572 Teleste
shares
• Pertti Ervi, EUR 28 000 including 2 500 Teleste shares
• Jannica Fagerholm, EUR 28 000 including 2 500
Teleste shares
• Esa Harju, EUR 28 000 including 2 500 Teleste shares
REPORT OF
THE BOARD OF DIRECTORS
GROUP
Kai Telanne, EUR 28 000 including 2 500 Teleste
shares
• Petteri Walldén, EUR 28 000 including 2 500 Teleste
shares
•
President and CEO
The company’s CEO is in charge of the Group’s business
operations and corporate governance in line with the law,
Teleste Corporation’s Articles of Association as well as
instructions and regulations issued by the Board.
Detailed terms of employment of the CEO are specified
in a separate contract which has been approved by the
Board. CEO is not a member of Teleste’s Board of Directors. The current President and CEO of Teleste, Jukka Rinnevaara, b. 1961, M.Sc. (Econ.), assumed his present responsibilities on November 1, 2002. The CEO is assisted by the
Corporate Management Group.
The company Board of Directors decides on the salary,
remuneration and other benefits received by the CEO. Salary, remuneration and other fringe benefits paid in 2014 to
the CEO of Teleste Corporation totaled EUR 438 290,40. In
addition, there was an additional pension payment of 50
006,84 EUR in the financial year. There were no share
based benefits in the financial year.
The contractual age of retirement of CEO Jukka Rinnevaara is 60. Charges resulting from additional voluntary
pension scheme are included in the post-employment benefits. Pension liability of EUR 70 000 related to this additional pension plan is included in Teleste Corporation’s balance sheet.
As to the contract of CEO Rinnevaara, his term of notice
has been specified as six (6) months in case the CEO decides
to withdraw, and eighteen (18) months should the contract
be terminated by the company. Upon termination of contract of the CEO by the company, the CEO will be paid a
compensation corresponding to eighteen (18) months without benefits.
Management Group
The Teleste Corporation Management Group is chaired by
the CEO who reports to the Board of Directors. On December 31, 2014, the Group’s Management Group consisted of
seven members including the CEO, to whom the Manage-
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
ment Group members report. Members of the Management
Group are the directors of Teleste’s business areas and the
Group Management. Subsidiaries are operating as parts of
the business areas.
The Management Group handles the main issues that
concern managing the company, such as issues related to
strategy, budget, interim reports and acquisitions, and prepares investments for approval by the Board of Directors.
The Management Group meets, as a rule, once a month and
at other times, when necessary.
Decisions concerning incentive and remuneration systems for the management are made by the Board of Directors based on proposal made by the CEO.
Salary for all members of the Management Group consists of a fixed basic salary and a results-based bonus. The
amount of results-based bonus is determined by the company performance, the business area in question and other
key operative objectives.
The Management Group including the CEO have a group
pension plan in which the members’ retirement age is 60
years. The planned amount of pension is 60% of the regular
annual earnings paid in the four years preceding the occurrence of retirement. In this calculation, pensions to be paid
in line with the Employees’ Pensions Act (TyEL) will be taken
into account.
Incentive Schemes and Ownership by the
Management
Share Ownership and Options of the Management
Group
On December 31, 2014, Teleste Corporation’s CEO owned
44 436 Teleste Corporation’s shares. Other members of
the Management Group owned 11 627 Teleste Corporation’s shares.
On 31 December, 2014, Teleste did not have any running stock option programs and the CEO and the members
of Teleste Corporation’s Management Group did not hold
any Teleste options.
For holdings held by the CEO and the Management
Group, see Notes section: Related party transactions.
Annual Report
FINANCIAL STATEMENTS 2014 49
Teleste Management ll Oy
Insiders
On 5 December, 2011, Teleste Corporation’s Board of
Directors decided on two new share-based incentive
schemes for the members of the Management Group and
for the key personnel. The systems are designed to unify
the objectives of the owners, members of the Management
Group, and the key personnel to increase the company’s
value, as well as to commit the members of the Management Group and the key employees by encouraging them to
acquire and hold shares of the company and to offer them
competitive compensation systems based on the long-term
ownership of the company’s shares. For such shareholding,
some members of the Management Group established a
company by the name of Teleste Management II Oy, the
entire share capital of which they or their controlled corporations own.
This system is valid until the spring of 2015, when the
system is intended to be dissolved in a manner decided
later. Transfer of shares owned by Teleste Management II
Oy is restricted during the system’s period of validity. Holdings in Teleste Management II Oy by the members of the
Management Group will be, as a rule, valid until the dissolution.
On 31 December, 2014, Teleste Management II Oy was
in possession of 542 000 Teleste Corporation’s shares.
CEO’s holding in the Teleste Management II Oy shares
stands at 31.25% while the ownership by other members
equals 68.75%.
Since 1 March 2000, Teleste complies with the insider
guidelines issued by the Board of Directors of NASDAQ
OMX Helsinki Oy in their valid form at any given time. These
insider guidelines are complemented by Teleste’s internal
guidelines.
Membership in Teleste’s permanent public insider circle
is based on position. Thus, the group consists of Members
of the Board of Directors, CEO and the auditors. Furthermore, the extended permanent public insider register
includes members of the Management Group and the CEO’s
assistant. Teleste has also permanent company-specific
insiders.
Moreover, insider rules and regulations include provisions concerning temporary commercial activities. Projectspecific insider register includes personnel who, based on
their position, have access to company’s project-specific
information, which upon publication may affect the value
formation of the company’s share. The CEO will assess, on
a case-by-case basis, whether an issue or arrangement
under preparation will be defined as a project.
It is recommendable for an insider to time any intended
trading involving company shares and derivatives in such a
manner that optimum information affecting the value of the
shares is available in the market at the time. The permanent
members of Teleste’s insider register are obliged by the socalled Silent Period during which trading on company shares
is banned completely for 14 days preceding publication of
interim reports and the financial statements. During the
specified period Teleste will not engage in any meetings
with investors or analysts and no Teleste Group representative is allowed to comment upon company results.
The company insider administration is included in the
SIRE system of Euroclear Finland Oy.
Auditing, Revisions, and Audit Expenses
The term of office of Teleste Corporation auditor expires at
the closing of the first Annual General Meeting following
the election. On April 1, 2014, Teleste AGM selected
Authorized Public Accountants KPMG Oy Ab for the company auditor. The company’s Chief Auditor is Esa Kailiala,
KHT auditor (authorised public accountant).
In addition to their statutory duties the auditors report
to the Teleste Corporation Board of Directors and attend
the Board meeting at least once a year.
In 2014, Teleste Group’s auditing expenses totaled
EUR 210 000 in which the share of KPMG was EUR 150
000. Moreover, auditing units of KPMG have supplied
Teleste Group companies with other consultation worth
total EUR 73 000 and other than KPMG auditors for EUR
37 000.
50 Teleste, enabling digital evolution
Internal Supervision, Risk Management
and Internal Auditing
Internal Supervision
Teleste’s internal supervision is designed to support the
implementation of the strategy and to ensure the achievement of the specified goals, compliance with the regulations as well as reliability and correctness of the conducted
financial reporting. Internal supervision is based on Teleste’s
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
values and corporate culture as well as on mutually supporting structures and processes within the Group and
operational levels. Management of the Group and the business units monitor the internal supervision as part of their
normal managerial duties while the Board evaluates and
ensures its correctness and efficiency. Supported by Teleste’s centralised controller function, management of the
relevant business area in both of our business areas
answers for the compliance with the internal supervision
principles on every level of the area in question.
Risk Management
Group risk policy with the relevant principles and objectives
are subject to approval by the Teleste Board of Directors.
Risk management is based on the specified strategic and
business objectives of the Teleste Group. Risk management
aims to ensure achievement of operational goals so that
essential risks affecting the business operation and posing
a threat to its objectives are identified and these will be
monitored and evaluated at all times. The risk management
methods are specified and the implementation of risk prevention is attempted through the same. Moreover, any risks
that for economic or other reasons are reasonable to insure,
are aimed to be covered by insurance. In risk management,
the regular evaluation of most significant risks and exercising control thereof in a cost-effective manner are emphasized. Risk management supports the business activity and
generates added value, assisting decision-making and goalsetting for the management in charge of business. A part of
the risk management system is monthly reporting by which
the development of the orders received, turnover, order
backlog, deliveries, trade receivables and cash flow is monitored and, through the same, the profit development of the
entire Teleste Group.
Teleste’s risk management system covers, for instance, the
following classes of risk:
• strategic risks
• operational risks
• economic risks
• interest groups risks
• personnel risks
• property and business interruption risks
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
Internal Auditing
Internal auditing unit is in charge of the internal auditing of
Teleste Corporation and its subsidiaries. The results are
reported to the appointed Member of the Board. In addition, the summary of the internal audit report is presented
twice a year to the Board of Directors of Teleste Corporation. The internal auditing evaluates the efficiency of the
processes regarding risk management, supervision, management and selected functions, and makes suggestions
for their developmental measures. These activities are performed in cooperation with the company’s controllers and
other relevant bodies as needed. Furthermore, the internal
auditing carries out any special assignments issued by the
Management. The internal auditing covers all levels of the
organisation. External auditor participates in the selection
of the priorities for the internal auditing and assessment of
results.
ment Group and the Board prior to their publication. Correctness of the external annual financial reporting is verified
by the external auditor.
Key features of the Internal Auditing and Risk
Management Systems Related to the Financial
Reporting Process
Internal supervision and risk management involved in the
financial reporting process are based on the general principles of internal supervision and risk management described
above. CFO answers for the systems involved in the internal supervision and risk management related to the financial reporting process.
Internal supervision related to the financial reporting
process has been created by describing the reporting process, surveying its relevant risks and by defining the control
points on the basis of the conducted risk assessment.
Results from the risk and control assessment have been
reported to the Board. The entire reporting process from
the accounting by the subsidiaries to monthly, quarterly and
annual reporting is covered by these controls. There are
inbuilt controls in the reporting systems, or they can involve,
for instance, matching, inspections conducted by the Management or specified procedures or policies. CFO is responsible for each control to have a separately defined person in
charge who answers for the implementation and efficiency
of the control in question. Standards for the financial reporting are specified in the Group Accounting Manual. Financial
reports due for publishing will be processed by the Manage-
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
FINANCIAL STATEMENTS 2014 51
Key figures 2010–2014
IFRS 2014
IFRS 2013
IFRS 2012
IFRS 2011
IFRS 2010
Profit and loss account, balance sheet
Net sales, Meur
Change %
Sales outside Finland, %
Operating profit, Meur
% of net sales
Profit after financial items, Meur
% of net sales
Profit before taxes, Meur
% of net sales
Profit for the financial period, Meur
% of net sales
R&D expenditure, Meur
% of net sales
Gross investments, Meur
% of net sales
Interest bearing liabilities, Meur
Shareholder’s equity, Meur
Total assets, Meur
197.2
2.3
92.5
11.1
5.6
10.8
5.5
10.8
5.5
8.5
4.3
10.3
5.2
3.7
1.9
24.4
70.7
132.5
192.8
-0.6
93.2
11.0
5.7
10.7
5.5
10.7
5.5
8.1
4.2
10.0
5.2
6.3
3.3
24.3
65.6
124.3
193.9
5.6
93.4
10.9
5.6
10.1
5.2
10.1
5.2
6.7
3.5
11.2
5.8
3.3
1.7
22.1
60.6
120.2
183.6
8.6
94.1
9.4
5.1
8.8
4.8
8.8
4.8
6.3
3.4
11.6
6.3
5.2
2.9
33.2
55.3
133.2
167.8
18.5
93.3
7.4
4.4
6.7
4.0
6.7
4.0
4.8
2.9
10.3
6.1
3.8
2.2
28.1
50.4
116.2
Personnel and orders
Average personnel
Order backlog at year end, Meur
Orders received, Meur
1,302
15.2
199.3
1,306
13.1
188.9
1,326
17.0
189.7
1,297
21.2
188.1
1,215
17.0
167.2
12.5
12.2
53.4
9.5
0.48
0.48
3.94
12.9
13.0
52.7
13.8
0.47
0.46
3.73
11.6
13.0
50.5
13.7
0.38
0.38
3.48
11.9
11.5
41.6
32.2
0.36
0.36
3.17
9.9
10.2
43.6
25.5
0.27
0.27
2.90
Key metrics
Return on equity, %
Return on capital employed, %
Equity ratio, %
Gearing, %
Earnings per share, euro
Earnings per share fully diluted, euro
Shareholders equity per share, euro
52 Teleste, enabling digital evolution
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
Net sales, Meur
operating profit
200
12
150
9
Meur
100
Meur
10
10
8
8
6
6
4
4
2
2
0
0
CALCULATION OF KEY FIGURES
Return on equity:
Return on capital
employed:
6
50
0
PROFIT FOR THE FINANCIAL PERIOD,
%
3
0
101112 1314
101112 1314
Equity ratio:
101112 1314
Gearing
Return on capital employed,
%
Equity ratio,
%
Average personnel
14
60
1 400
12
50
1 200
10
600
20
4
400
10
2
0
101112 1314
REPORT OF
THE BOARD OF DIRECTORS
GROUP
x 100
Profit/loss for the period after
financial items + financing charges
x 100
Total assets – non-interest-bearing
liabilities (average during the
financial year)
Shareholders’ equity
Total assets – advances received
x 100
Interest bearing liabilities – cash in
hand and in bank – interest bearing
assets
x 100
Shareholders’ equity
Profit for the period attributable to
equity holder of the parent
Weighted average number of
ordinary shares outstanding during
the period
Profit for the period attributable to
Earnings per share, equity holder of the parent (diluted)
diluted:
Average number of shares – own
shares + number of options at the
period-end
800
30
6
0
1 000
40
8
Earnings per share:
Profit/loss for the financial period
Shareholders’ equity (average)
200
0
101112 1314
PARENT COMPANY
Corporate
governance
Equity per share:
101112 1314
SHARES AND SHAREHOLDERS
Shareholders’ equity
Number of shares – number of
own shares at year-end
Price per earnings
(P/E):
Share price at year-end
Earnings per share
Effective dividend
yield:
Dividend per share
Dividend per share
Annual Report
FINANCIAL STATEMENTS 2014 53
SHARES AND SHAREHOLDERS
Investor Relations
Facts about the share:
CEO, Mr. Jukka Rinnevaara is in charge of investor relations.
In addition to the CEO, the top management of the company is committed to serving various participants of the
capital market.
Listed on
ISIN code
Trading code
Reuter’s ticker symbol
Bloomberg ticker symbol
12 months high
12 months low
All-time high (7.9.2000)
All-time low (12.12.2008)
Objectives and Principles OF
COMMUNICATION
Our communication aims at providing all the market participants with equally correct and relevant information, which
supports the value formation of the company share. The
principles guiding Teleste’s disclosure policy include up-todateness, truthfulness and simultaneity. Cornerstones of
our regular financial communications also include coherence
of the released information and continuity. For all meetings,
any specified information involving corporate strategy and
development is based on previously published data.
Teleste has formulated a Disclosure Policy, approved by
the Board of Directors, which defines the principles and procedures by which Teleste communicates with the capital
market.
30.3.1999
FI0009007728
TLT1V
TLT1VHE
TLT1V FH
5.29
4.25
39.00
1.90
Financial Information
Tiina Vuorinen, Investor Relations and Press Office
Phone +358 2 2605 611, fax +358 2 2605 812
Email: [email protected]
Annually, Teleste releases the Financial Statement bulletin,
Annual Report and three Interim Reports. These publications including the stock exchange releases are available in
Finnish (official language) and English at the company website. Moreover, you can use the online news release service
on the website to subscribe to the company’s stock
exchange releases and have them sent directly to your
e-mail. The Annual Report is available in PDF format on the
website.
Teleste meets investors, analysts and representatives
of the media in news conferences set up in connection with
releases of financial reports.
Teleste exercises a Silent Period of two weeks preceding publication of financial statements and Interim Reports.
During these periods Teleste will not participate in any
meetings with investors or analysts and Group representatives are not allowed to comment upon company results.
Share Basics
Financial Releases in 2015:
Teleste Corporation is listed on the NASDAQ OMX Helsinki
Oy in the Technology sector. In 2014, the company was
included in the small cap segment.
Interim Report, January–March
Interim Report, January–June
Interim Report, January–September
Financial Statement Release
Contact Information
Jukka Rinnevaara, CEO
Phone +358 2 2605 611
54 Teleste, enabling digital evolution
REPORT OF
THE BOARD OF DIRECTORS
GROUP
Changes in Shareholders’ Contact
Information
The company shares are included in the book-entry securities system. The shareholder register is maintained by Euroclear Finland Oy.
Shareholders should notify the particular register holding their Book Entry Account about changes in address or
account numbers for payment of dividends and other matters related to their holdings in the share.
Annual General Meeting
Teleste Corporation’s Annual General Meeting (AGM) will be
held on Thursday, 9 April 2015, at 3:00 p.m., in Helsinki Hall
of Finlandia Hall at the address of Mannerheimintie 13 e,
00100 Helsinki, Finland. The reception of persons who have
registered for the meeting will commence at 2:00 p.m.
Right to Participate and Registration
Each shareholder, who is registered on Thursday, 26 March
2015 in the shareholders’ register of the Company maintained by Euroclear Finland Ltd, has the right to participate
in the Annual General Meeting. A shareholder, whose shares
are registered on his/her personal Finnish book-entry
account, is registered in the shareholders’ register of the
Company.
A shareholder, who wants to participate in the Annual
General Meeting, shall register for the meeting no later than
Wednesday 1 April 2015 at 4 p.m. by giving a prior notice
of participation to the Company.
Sign up to the AGM by one of the following:
30.4.2015
6.8.2015
29.10.2015
4.2.2016
PARENT COMPANY
by email at [email protected],
by telephone +358 2 2605 611 Monday–Friday
between 09:00–16:00 EET;
• by telefax +358 2 2605 812; or
• by regular mail to the address Teleste Corporation,
Tiina Vuorinen, P.O. Box 323, FI-20101 Turku, Finland.
•
•
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
The notice of participation shall be delivered to the Company before the deadline for registration. In connection with
the registration, a shareholder shall notify his/her name,
personal identification number, address, telephone number
and the name of a possible assistant or proxy representative and the personal identification number of the proxy
representative. The personal data given to Teleste Corporation is used only in connection with the Annual General
Meeting and with the processing of thereto related necessary registrations.
Use of Representative and Proxies
A shareholder may participate in the Annual General Meeting and exercise his/her rights at the meeting by way of
proxy representation.
A proxy representative shall produce a dated proxy
document or otherwise in reliable manner demonstrate his/
her right to represent the shareholder. Should a shareholder
participate in the meeting by means of several proxy representatives representing the shareholder with shares in different book-entry accounts, the shares by which each proxy
representative represents the shareholder shall be identified in connection with the registration.
Possible proxy documents should be delivered in originals to the address Teleste Corporation, Tiina Vuorinen,
P.O.Box 323, FI-20101 Turku, Finland by Wednesday 1 April
2015 at 4 p.m. at the latest.
by Euroclear Finland Ltd. at the latest by 2 April 2015, by
10 a.m. As regards nominee registered shares this constitutes due registration for the Annual General Meeting.
A holder of nominee registered shares is advised without delay to request necessary instructions regarding the
temporary registration in the shareholders’ register of the
Company, the issuing of proxy documents and the registration for the Annual General Meeting from his/her custodian
bank. The account manager of the custodian bank has to
register a holder of nominee registered shares, who wants
to participate in the Annual General Meeting, to be temporarily entered in the shareholders’ register of the Company
at the latest by the time stated above.
Other Information
Pursuant to Chapter 5, Section 25 of the Finnish Companies Act, a shareholder who is present at the shareholders’
meeting has the right to request information with respect
to the matters to be considered at the meeting.
9.4.2015
10.4.2015
13.4.2015
20.4.2015
1999
0.10
2000
0.12
2001
0.16
2002
0.08
2003
0.08
2004
0.12
2005
0.16
2006
0.20
2007
0.24
2008
0.12
2009
0.08
2010
0.12
2011
0.14
2012
0.17
2013
0.19
2014
0,20*
* Proposal by the Board
For proposals by the Board for the General Meeting and
other additional information about the AGM is available at
Teleste’s website: www.teleste.com/Annual General Meeting.
Minutes of the Annual General Meeting will be available
at Teleste’s website no later than 23 April 2015.
Teleste wishes to be an attractive investee corporation in
which the investment’s increase in value and the dividend
yield form a competitive combination. The annual proposal
for the dividend is validated by the Board in consideration
of profitability, financial situation and needs for investment
necessitated by profitable growth.
Proposal for Distribution of Dividend 2014
A holder of nominee registered shares has the right to participate in the Annual General Meeting by virtue of such
shares, based on which he/she on the record date of the
Annual General Meeting, i.e. on 26 March 2015, would be
entitled to be registered in the shareholders’ register of the
Company held by Euroclear Finland Ltd. The right to participate in the Annual General Meeting requires, in addition,
that the shareholder on the basis of such shares has been
temporarily registered into the shareholders’ register held
The Board of Directors proposes to the Annual General
Meeting that a dividend of EUR 0.20 per share be paid
based on the adopted balance sheet for the financial period
that ended on 31 December 2014 for shares other than
those held by the Company. The dividend will be paid to a
shareholder who on the record date of dividend payment
13 April 2015 is registered in the Company’s shareholders’
register maintained by Euroclear Finland Ltd. The dividend
will be paid on 20 April 2015.
GROUP
Annual General Meeting
Dividend ex date
Dividend record date
Payment of dividend
Dividend Policy
Holder of Nominee-registered Shares
REPORT OF
THE BOARD OF DIRECTORS
Payment of dividend in 2014
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
FINANCIAL STATEMENTS 2014 55
KEY FIGURES PER SHARE
Earnings per share, euro
Earnings per share fully diluted, euro
Shareholders equity per share, euro
Paid dividend, Meur
Dividend per share, euro
Dividend per net result, %
Effective dividend yield, %
Highest price, euro
Lowest price, euro
Closing price, euro
Price per earnings
Market capitalization, Meur
Stock turnover, Meur
Turnover, number in millions
Turnover, % of capital stock
Average number of shares
Average number of shares, diluted w/o own
shares
Number of shares at the year-end, diluted w/o
own shares
Number of shares at the year-end
2014
2013
2012
2011
2010
0,48
0,48
3,94
3,3*
0,20*
41,7
4,5
5,29
4,25
5,27
11,0
98,7
10,9
2,3
12,5
18 918 869
0,47
0,46
3,73
3,3
0,19
40,8
4,5
4,47
3,78
4,25
9,1
79,6
9,2
2,2
11,7
18 743 507
0,38
0,38
3,48
3.0
0,17
44,5
4,1
4,44
3,04
4,17
10,8
78,1
10,8
2,7
14,4
18 728 590
0,36
0,36
3,17
2,4
0,14
38,9
4,7
4,82
2,50
3,00
8,3
56,2
6,2
1,7
9,1
18 189 560
0,27
0,27
2,90
2,1
0.12
43,7
2,7
5,33
3,64
4,41
16,3
80,2
14,2
3,2
17,4
18 093 689
17 729 215
17 513 799
17 688 527
17 425 605
17 693 605
17 795 934
189 855 588
17 838 599
18 816 691
17 709 672
18 728 590
17 425 605
18 728 590
17 693 605
18 186 590
* The Board’s proposal to the AGM
56 Teleste, enabling digital evolution
REPORT OF
THE BOARD OF DIRECTORS
GROUP
PARENT COMPANY
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
Share price development 2010–2014
€
TLT1V
effective dividend yield, %
OMX Helsinki Small Cap -index
7
6
6
5
4
5
3
4
2
3
1
2
1011121314
0
SHARE Monthly TURNOVER 2010–2014
dividend per net result, %
1,000 €
101112 1314
100
3 000
2 500
75
2 000
50
1 500
1 000
25
500
0
0
10 11
REPORT OF
THE BOARD OF DIRECTORS
1213 14
GROUP
PARENT COMPANY
101112 1314
Corporate
governance
SHARES AND SHAREHOLDERS
Annual Report
FINANCIAL STATEMENTS 2014 57
www.facebook.com/telestecorporation
twitter.com/telestecorp
www.linkedin.com/company/teleste
www.youtube.com/telestecorporation
www.slideshare.net/telestecorporation
Teleste´s website is responsive, and as such, in mobile-optimised format.
Teleste in 2014
business areas
responsibility
management
YEAR 2014
33
teleste corporation
Postal address
P.o. Box 323, FI-20101 Turku, Finland
Visiting address Telestenkatu 1, 20660 Littoinen
Telephone (switchboard) +358 2 2605 611
Telefax +358 2 2605 812
www.teleste.com
Business ID 1102267-8